A.       Getting The Facts

Facts are hard to get.Workers may give you a "snow job." Often you get only half the story, either because they think you know the background or because they realize that some of the facts may be unfavorable to them. Often they are too excited to tell the story straight. Sometimes they can't communicate well.

The checklist of "w's"; is helpful to stewards in their interviews:

• Who is involved?

• What did they say and do?

• When did it happen?

• Where did it happen?

This, however, is not enough. Before taking any hasty action which you may later regret, you should try to find the answer to a much more fundamental question.

B.      Giving The Member Attention

Even if you know what the member wants before s/he says anything, give him or her an opportunity to have their say. Hear him or her through. This is particularly true if you have to turn him or her down.

There is research that shows that the union is often judged by the tact which it's stewards show in handling members when they have grievances. Many members want to use their stewards and committee members as a sound‑ ing board. If so, listen to them. Remember, if the member thinks s/he is not getting proper attention, s/he will be mad at both you and the union.

 C.Getting Acceptance of Any Action Necessary

Finally, in a democratic union, you should explain to the aggrieved member carefully what you can and cannot do for him or her in handling the grievance. You should explain the steps that you are going to take, and try to get agreement that they are the proper ones. For instance, you might tell the aggrieved member:

 "As far as I can see you have no case here because... But if you disagree with me, of course, you can always take it up with the grievance committee or the union representative."

"I'm going to investigate this matter further and I'll let you know later what I'll do with it when I get more information."

"I'm going to have to take this up with the grievance committee or union officers because it involves a policy matter. I will let you know what they decide.

"I think you have a strong case and I'm going to take it up with the supervisor at once."

If the grievance is completely unjustified, be sure to explain why. Point out the reasons. Refer to the contract. If the member is still unhappy, explain the right to appeal. (For instance, "Marie, I don't think you have a leg to stand on. But if you'd like, you have the right to appeal my decision.")

However, if you agree to handle the case be sure to keep the member informed of the progress you make, even if you only say, "I haven't had a chance to take the matter up yet, but I have it in mind."

If you aren't successful with management, let the aggrieved member know at once and also inform him or her what further appeal steps can be taken, if any.

HINTS FOR INTERVIEWING

Good interviewing is an art. It cannot be learned simply by reading a book or a steward's manual. Practice and self-awareness are still important. However, here are a few suggestions

1.  Don't be hurried. Be relaxed, at ease. Do your swearing afterwards.

2. Show you understand. Look people in the eye. Encourage them to get out everything, not only the facts, but also the feeling. Often they will feel a lot better after that and start quieting down

3. Unless you are very short of time, let the other person have their complete say before you start giving your opinion.

4. Summarize what s/he has to say. This shows that you understand. It also encourages the member to bring out the things not mentioned before. After you finish summarizing, ask, "Have I stated your case correctly?" If s/he agrees, you have your first agreement. His or her mind is prepared to agree on other things.

This form of listening requires a great deal of time. In the long run, it saves both time and energy and helps eliminate festering grievances which encourage apathy and anti-union feeling.

Remember, lots of members contact their stewards and representative solely because they want a sympathetic ear. Perhaps they know the officer can do little to help them, yet they feel better after they have gotten things off their chest.

HANDLING THE SUPERVISOR

Many stewards, who recognize the importance of using tact in dealing with members, yell and bluster at their supervisor. In doing so they make their job harder. It is much wiser to develop a relationship in which the supervisor is willing to cooperate with you and to handle grievances quickly and fairly. In some cases this is hard to accomplish. Still, you may not get anywhere if you go out of your way to antagonize him or her.

Many supervisors come from union ranks, live in a union neighborhood, and still feel more like workers than part of management. Given half a chance, many supervisors will be friendly. After all, the supervisor is in a difficult middle position between the production workers and top management. He cannot decide company policy; orders come down from higher management and whether s/he agrees or not, his job is to see that they are carried out. However, if you develop a friendly relationship perhaps he may shade some of the close decisions your way.

In interviewing a supervisor most of the same rules apply as when interviewing members. The important thing is to give the other person a chance to talk.

USING TACT

Before you start discussing a case with a representative of management it is always worthwhile to ask yourself, "How would I feel if I were in his shoes/" If s/he isn't an outright anti‑union person, you can be sure that as you walk up to him, grievance form in hand, s/he is likely to be thinking, "What have I done wrong now?'

Later after s/he has heard you present the case, s/he probably tells himself, "I didn't mean to do wrong; why does s/he have to rub it in?" or, "S/he doesn't understand my position; why doesn't s/he give me a chance to explain?" or "Let's see if I can figure some graceful way of getting out of this without losing too much face."

In other words:
1. Don't rub it in.
2. Listen to his story patiently.
3. Let him retreat gracefully.

Of course, the surest guarantee of winning a grievance is to have a strong, well-prepared case and the backing of your group and the union. However, grievances which are settled in a friendly manner stay settled longer.

If possible, try to remain on friendly terms with supervisors. This will help you, especially when you have a weak, borderline case or the union's policy is not well developed. A relationship where each side is trying to rub the other's nose in the dirt hurts both

Here are a few suggestions about handling grievances with supervisors:

1. Start by telling the supervisor the problem as the aggrieved sees it. ( Imply that you have an open mind, at least until you hear what he has to say.) Don't be legalistic at this stage.

2. After that let him or her talk. Encourage him or her to state their
position completely. If he wants to use you as a sounding board ‑‑ all
the better. Every supervisor thinks he has the most difficult job in the
world. S/he will feel better and more reasonable after s/he gets his
gripes off their chest. Be a good listener. Many stewards and union
representatives talk themselves out of a case.

3. Next show him or her that you understand his or her position, even if you don't agree with it. This shows that you are being reasonable.

4. Tell him or her how far you agree with him or her, and where your
disagreement starts. Tell him what you think should be done, but be
flexible. If possible, try to get an agreement on the facts.

5. Stick to the point. Avoid raising questions of principle.

  If s/he says, "I don't want the union interfering in everything I do" don't argue back (much as you would like to), but say, " I can understand how you feel. I certainly am going to try to keep the number of grievances to a minimum and I think perhaps we can eliminate them altogether if we try to find a constructive solution for each problem as it comes up.For instance, in the case we have here, I think it is just a question of the meaning of the contract."

6. Avoid discussing personalities as much as possible. Don't make belittling remarks  which have nothing to do with the case at hand.

7. Unless you are anxious to take the case to a higher level at once, don't force the supervisor to say "no." If you aren't getting anywhere, let him or her think it over for a while. S/he may mellow later on. On the other hand, don't let the supervisor stall too long.

 8. If you can't reach a satisfactory settlement, don't think the world will end.
You can always appeal the case. That's what the other steps of the grievance procedure are for.

9.  Finally: speak softly and carry a big stick.Don't lose your temper by accident.