Originally Posted by
tsquare
I thought about highlighting doughnut talking points, but decided against it. Some of your points though, have some validity. Here's your challenge: Make a business case to support those points. Convince me to believe that it is in the company's best interest to give us raises and benefits that will be out of line with the rest of the industry in which we compete. No emotional rhetoric like "white flag waving" and "Delta pilots gave disproportionately" or any of that. Our contract as a whole is better than any other group out there. Non emotional business case as to why it should be disproportionally better.
And before you start in on me as being an apologist or surrender monkey or some other horse****, I am only asking you for a dispassionate business case. I am not rendering judgment one way or the other. Stating goals is fine, and if it makes you and gszg feel better, I'll even chip in for the ad in the NYT. I think it is a waste of money and effort, but if that will quell your passion for a mission statement, I'll get on board. But you then have to tell me how to achieve those goals other than just yelling "because we deserve it". Deal?
It's not a question of you being a surrender monkey or some other name. It's that you're not supportive of being in a union. You're only supportive of being in an association that pretends to occasionally act like a union. Your mindset has been changed (or maybe you've always been this way) to that of an investor class and independent contractor. You believe that what's best for management will ultimately trickle down to employees and be best for them. And if employees don't like it, then quit.
It's hard to tell whether your belief system is the Delta pilot majority, or whether mine is. But it's clear our association is "all in" on the concept of partnering with management, and that shows no sign of changing.
Carl