Page:William Zebulon Foster - Strike Strategy (1926).pdf/69

 in the packing and steel industries in 1917–19, the role of the under-cover men is reduced pretty much to that of the spy and informer. The under-cover men must then pretend to go along with the movement in order to secure strategic positions and to win some influence over the workers. Consequently, in the packing and steel industry campaigns, some of the most effective organizers later were discovered to be detectives. In the steel campaign one of the most effective of the 200 organizers was Jack Peters of the Wheeling district. It turned out later that he had been a detective for 22 years. Similar cases could be cited galore.

In strikes, notably of the unorganized, the under-cover men blossom forth primarily as disrupters and betrayers. Especially is this the case in the later, more difficult stages of these struggles. They then spread defeatism among the workers.

They head "back-to-work" movements, frame up acts of violence to jail the leaders or discredit the strike, and in numerous other ways seek to break the ranks of the workers. The policy of organized under-cover men in an organization of the workers may vary from time to time. But it is always based on the methods most likely to break up the movement in the given circumstances.

Left wing leaders must learn how to combat the menace of the under-cover man. This is not to be done by inagurating alarmist spy-hunts such as have occurred in some unions. The best way to approach the problem is by a careful study of the given situation, and to systematically isolate those doubtful individuals who are manifestly carrying out the under-cover policy of the employers. Thus much can be done to neutralize these traitors and often they can be exposed and driven from the unions.

The essence of good leadership in strike situations is to conduct a successful fight to establish and maintain the