By Martin Smith, Senior Associate, Unions 21 | 4 min
We hear a common challenge in our conversations with unions: how can we keep up with the changing world?
Does that sound familiar? The experience of members at work is evolving rapidly, but our important democratic models can feel slow to adapt. Developing a culture of ongoing change within our unions is not an optional extra, it’s vital to staying relevant to potential members and their workplace realities.
So, how do we move from reacting to change to leading it? How do we build an internal catalyst for change before we're forced to?
There are three elements to this to consider. Firstly, the need for the union to understand the external and internal challenges it faces and explain how and why the union should shape itself around emerging realities.
From this initial assessment, we are able to look at what would be a metric of success for this change. Both of these elements help us to create a narrative that can bring colleagues on the new journey, from the President down to the workplace rep.
The other element to this change within a union that is often overlooked is the importance of having a rulebook that can adapt and facilitate the change.
Making a start
If you are unsure of where to start, think about answering these questions, sequentially and with all honesty:
Start with your diagnosis of the situation at hand
What is your union built to do? What does your union actually do?
What does your union believe it does? What does your union want to do?
How would your members answer these questions?
What is your analysis of any gaps between aspiration and reality these questions identify?
What can be done to change the organisation to bridge these gaps?
What cultures, knowledge and assumptions does your union need to unlearn?
Metrics
How will your metrics be collective and inclusive and rooted in your diagnosis?
How will you measure your progress in changing the organisation?
How will you know when you have changed your union?
How will your members and potential members know?
How will you ensure every function of your union is engaged in the change?
Consensus
How will you create and maintain consent for the changes you’re making?
How will you develop a story of who we were, who we are and who we want to be?
How will you give a voice to all who could be affected by the change?
How will you identify and engage opinion formers?
How will you identify and isolate counter narratives within your union?
In unions where I have seen change take place, there have been some common features.
There is a recognition that we have agency and that our future is about ‘choice not chance’. This means that we understand that we have control over how we respond, or don’t, to changes. Things might be difficult but we do have agency. This gives us a proper humility to think about our unions’ right to exist, organise and represent.
Narratives around decline can be powerfully seductive and challenge that agency. It keeps people in their comfort zone rather than challenging existing work. This means we need to think about rebuilding the union around those interested in building the union.
Work with democracy: it’s an important part of our heritage, future and values. Adopt an approach centred on “nothing about us without us”, which focuses you on engaging and maintaining the middle 60% of your union. The union builders will already be with you. Support that with tried and tested union messaging around Fear-Anger-Hope and make sure you repeat your narratives, internal brands and manifestos.
Lastly, you have to start somewhere, so do this by looking for leadership from all corners of the union to make the changes your union needs.
Our new report, ‘Culture and unions’, identifies six key culture types and looks at the effect each one can have on unions. Read it here.
