The Last Great Strike: Little Steel, the CIO, and the Struggle for Labor Rights

Background: Unionization efforts led by the CIO's SWOC (Steel Workers Organizing Committee) in the steel industry in the 1930s, pushing for better working conditions including
- An eight-hour workday
- 40-hour workweek
- Time and a half for overtime
- Minimum wage of $5 per day
- Paid vacations
- Health and safety standards

March 30, 1937: Clint Golden proposed a collective bargaining agreement to Little Steel companies, outlining the demands above.
Companies' Response: Most companies rejected the proposal, seeking to maintain control over labor relations without union contracts. Notable dissent from Pittsburgh Crucible Steel and Jones & Laughlin concerned with business stability.
Gradual Escalation: As negotiations stalled, companies adopted confrontational tactics against union organizers, including lockouts and refusal to meet with union representatives.

Strike Authorization: On May 25, rank-and-file workers commenced picketing and strike action without formal authorization from SWOC, spurred by aggressive anti-union tactics from the companies, particularly Republic Steel.
Picketing Strategy: Heavy, organized picketing aimed to disrupt operations across multiple plants, with estimates of over 73,000 workers striking from different companies.

Memorial Day Massacre: May 30, 1937, marked a pivotal moment when police fired on picketers in South Chicago, leading to multiple deaths and injuries. The violence shocked public opinion and heightened tensions between union tactics and police enforcement.
Union Response: The SWOC attempted to maintain control over the situation and negotiate, but conflicts escalated.

City Police and National Guard Involvement: Throughout late May and into June, local police forces escalated conflict and were often aligned against strikers. The National Guard was deployed in response to unrest and violence.
Chemical and Armament Preparedness: Companies stocked up on weapons and munitions while also organizing local vigilante groups to intimidate striking workers and defend their operations.
Repressive Measures: Local authorities often sided with corporations, issuing injunctions against striking workers and enforcing limitations on the number of picketers.

Propaganda Campaigns: Steel companies deployed public relations strategies to sway public opinion against strikers, portraying them as violent radicals to shift focus away from company abuses.
Media Bias: Reports from mainstream media largely reflected pro-company sentiments, often overlooking unionist perspectives and actions. Coverage emphasized violence but often lacked context.

Reopening of Mills: By late June and into July, many mills began reopening under government protection, despite a significant percentage of workers remaining committed to the strike. Picket lines wavered in effectiveness as public sentiment shifted and pressure mounted to return to work.
Failure of SWOC Negotiations: Efforts by SWOC to negotiate settlements fell apart as companies remained unwilling to recognize union representations or sign binding contracts.
Long-Term Implications: The strike ended with the majority of the companies retaining control while many workers faced dismissal or other repercussions for union activities. The SWOC's image was severely damaged, and many lessons learned would shape labor movements moving forward.

The Little Steel Strike of 1937 illustrates the turbulent conflict between labor rights and corporate power during the New Deal era.
Tactics included strong union organizing, public relations battles, police violence, and ultimately a government unwilling to decisively intervene on behalf of labor rights.