Word: jaeger
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Dates: during 2000-2009
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...margins as an outsider group of negligible influence. Back then, involvement was a test of bravery: “It was bold and scary to be involved in the union at that point because there was this feeling that the powerful University was against it,” Jaeger says...
...That outlier status is largely gone now, traded in the late 1990s for the greater benefits of legitimate recognition—what Jaeger calls “a defined place in the institution.” The key to the exchange, Jaeger says, was collaboration and understanding—the same kind of communicative sentiment that he now espouses as the union’s director...
...feel like we wore them down because the constructive partnership and mutual respect were always the goal and vision that the union had,” Jaeger says. “We had to pursue that persistently for a lot of years before the administration really took us seriously and believed that we were really doing what we said we were doing...
...Jaeger, then, a patient respect for the administration isn’t just a flavor-of-the-month strategy: it’s a proven method, with the weight of decades behind it. It’s the reason why HUCTW has survived and grown to the size it has: approximately 4,800 strong, with staffers hailing from every niche of the University. It is, in short, one of the core missions of the union. “There are two things we care a lot about: one is to be strong advocates for the interest of the staff...
...unprecedented financial crisis, when job cuts at the University seem inevitable and the union’s role is more important then ever, the balancing act—between effective partnership with the University and aggressive advocacy to save jobs—is a difficult one. For Jaeger, the man charged with maintaining the uneasy equilibrium, the job has not gotten any easier...