This essay presents a framework for decision-making by labor union leaders facing critical choices regarding the survival of their organizations.  I argue that labor union leaders must place decisions regarding all aspects of their union life-from big picture concerns regarding political action, organizing opportunities and collective bargaining to day-to-day issues regarding hiring of staff, resolution of contract disputes, and the amount of time and money spent on activities-into a framework that asks how those decisions will impact the union's strength on two dimensions: external leverage and internal organizational capacity.   After explaining the central features of this "strategic choice" framework, I apply it to a wide variety of cases of union decision-making to illustrate its application and importance in setting and evaluating chosen strategies.

David Weil, Boston University / Harvard Labor and Worklife Program

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