American labor unions resemble private representative democracies, complete with formally constituted conventions and officer election procedures. Like other democratic institutions, unions have repeatedly experienced highly charged conflicts over the integration of ethnic minorities and women into leadership positions. In Becoming a Mighty Voice, Daniel B. Cornfield traces the 55-year history of the United Furniture Workers of America (UFWA), describing the emergence of new social groups into union leadership and the conditions that encouraged or inhibited those changes. This vivid case history explores leadership change during eras of union growth, stability, and decline, not simply during isolated episodes of factionalism. Cornfield demonstrates that despite the strong forces perpetuating existing union hierarchies, leadership turnover is just as likely as leadership stagnation. He also shows that factors external to the union may influence leadership change; periods of turnover in the UFWA leadership reflected employer efforts to find cheap, non-union labor, as well as union efforts to unionize workers. When unions are threatened by intensified conflict with employers and when entrenched high status groups within the union are obliged to recruit members of lower socioeconomic status, then new social groups are likely to be integrated into union leadership. Becoming a Mighty Voice develops a theory of leadership change that will be of interest to many engaged in the labor, civil rights, and women's movements as well as to sociologists or historians of work, gender, and race, and to students of political and organizational behavior.

When the Detroit newspaper strike was settled in December 2000, it marked the end of five years of bitter and violent dispute. No fewer than six local unions, representing 2,500 employees, struck against the Detroit News, the Detroit Free Press, and their corporate owners, charging unfair labor practices. The newspapers hired permanent replacement workers and paid millions of dollars for private security and police enforcement; the unions and their supporters took their struggle to the streets by organizing a widespread circulation and advertising boycott, conducting civil disobedience, and publishing a weekly strike newspaper. In the end, unions were forced to settle contracts on management's terms, and fired strikers received no amnesty. In The Broken Table, Chris Rhomberg sees the Detroit newspaper strike as a historic collision of two opposing forces: a system in place since the New Deal governing disputes between labor and management, and decades of increasingly aggressive corporate efforts to eliminate unions. As a consequence, one of the fundamental institutions of American labor relations—the negotiation table—has been broken, Rhomberg argues, leaving the future of the collective bargaining relationship and democratic workplace governance in question. The Broken Table uses interview and archival research to explore the historical trajectory of this breakdown, its effect on workers' economic outlook, and the possibility of restoring democratic governance to the business-labor relationship. Emerging from the New Deal, the 1935 National Labor Relations Act protected the practice of collective bargaining and workers' rights to negotiate the terms and conditions of their employment by legally recognizing union representation. This system became central to the democratic workplace, where workers and management were collective stakeholders. But efforts to erode the legal protections of the NLRA began immediately, leading to a parallel track of anti-unionism that began to gain ascendancy in the 1980s. The Broken Table shows how the tension created by these two opposing forces came to a head after a series of key labor disputes over the preceding decades culminated in the Detroit newspaper strike. Detroit union leadership charged management with unfair labor practices after employers had unilaterally limited the unions' ability to bargain over compensation and work conditions. Rhomberg argues that, in the face of management claims of absolute authority, the strike was an attempt by unions to defend workers' rights and the institution of collective bargaining, and to stem the rising tide of post-1980s anti-unionism. In an era when the incidence of strikes in the United States has been drastically reduced, the 1995 Detroit newspaper strike stands out as one of the largest and longest work stoppages in the past two decades. A riveting read full of sharp analysis, The Broken Table revisits the Detroit case in order to show the ways this strike signaled the new terrain in labor-management conflict. The book raises broader questions of workplace governance and accountability that affect us all.

Residents of the Appalachian coalfields share a history and heritage, deep connections to the land, and pride in their own resilience. These same residents are also profoundly divided over the practice of mountaintop mining—that is, the removal and disposal in nearby valleys of soil and rock in order to reach underlying coal seams. Companies and some miners claim that the practice has reduced energy prices, earned income for shareholders, and provided needed jobs. Opponents of mountaintop mining argue that it poisons Appalachia’s waters and devastates entire communities for the sake of short-term gains. 


This conflict is emblematic of many other environmental disputes in the United States and around the world, disputes whose intensity derives not only from economic and environmental stakes but also from competing claims to individual and community identity. Looking beyond the slogans and seemingly irreconcilable differences, however, can reveal deeper causes of conflict, such as flawed institutions, politics, and inequality or the strongly held values of parties for whom compromise is difficult to achieve.



Mountaintop Mining in Appalachia focuses on the people of the region, the people who have the most at stake and have been the most active in trying to shift views and practices. By examining the experiences of these stakeholders and their efforts to effect change, Susan F. Hirsch and E. Franklin Dukes introduce key concepts and theories from the field of conflict analysis and resolution. They provide a compelling case study of how stakeholders challenge governance-as-usual, while offering insight into the causes of conflict over other environmental issues.

In 1995, South Africa’s new government set up the Truth and Reconciliation Commission, a lynchpin of the country’s journey forward from apartheid. In contrast to the Nuremberg Trials and other retributive responses to atrocities, the TRC’s emphasis on reconciliation marked a restorative approach to addressing human rights violations and their legacies. The hearings, headed by Bishop Desmond Tutu, began in spring of 1996.

The commission was set up with three purposes: to investigate abuses, to assist victims with rehabilitation, and to consider perpetrators’ requests for amnesty. More than two decades after the first hearings, the TRC’s legacy remains mixed. Many families still do not know what became of their loved ones, and the commission came under legal challenges both from ex-president F. W. de Klerk and the African National Congress. Yet, the TRC fulfilled a vital role in the transition from apartheid to democracy, and has become a model for other countries.

This latest addition to the Ohio Short Histories of Africa series is a trenchant look at the TRC’s entire, stunningly ambitious project. And as a longtime activist for justice in South Africa and a former commissioner of the TRC, Mary Ingouville Burton is uniquely positioned to write this complex story.