Word: strikingly
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Dates: during 1950-1959
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...daily into the U.S. economy: 250,000 tons of steel and $10 million in wages. In Birmingham, there was evidence aplenty of what lies ahead for mill towns such as Youngstown and Gary. For nine weeks 25,000 Birmingham steelworkers have refused to cross the picket lines of a strike called by the Brotherhood of Locomotive Firemen and Enginemen; throughout the area, sales have skidded and general unemployment has risen...
Most Government economists reckon that the big strike's chain reactions will be confined largely to steel-producing areas; the overall U.S. economy is too strong to be seriously staggered. A two-week strike, say the economists, would have very little effect on manufacturing because inventories (except in specialized heavy construction) are comfortably large. On the union side of the picture, many a millhand, his vacation pay already earned, is delighted to escape the blistering heat of the plants in July...
...possibility of a long strike worries Administration economists, worries industry, and worries the union rank and file. With the Federal Government committed to staying out of the picture as long as possible, it is precisely the economic pressures of the industry-union worry that will prompt a more rapid, more solid settlement...
...fact, far more in tune with his times than his classconscious critics. In the phenomenal growth of the competitive U.S. economy over the past four years, most of the old labor-management clichés have gone out the window. Labor and management still argue and labor still strikes, but enlightened leaders on both sides know more specifically than ever before that they have a mutual stake in the general economy. Moreover, the economy is strong enough to stand a strike−even in steeland with Government playing it strictly hands off, both sides must coldly face the results...
Philip Murray, McDonald's predecessor as the Steelworkers' president, always geared his thinking to the inevitable strike, as a Washington labor specialist points out, but McDonald always thinks ahead to the inevitable settlement. Emphasizing the mutual trusteeship of labor and management. McDonald persuaded negotiators to sit around the table to discuss this year's contract−instead of across the table from each other. Then he suggested that the table be taken away altogether so they could just sit around. Even on the eve of the strike, the worst thunderbolt that McDonald could think of to hurl...