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 movements, constitute real danger spots, genuine tests of leadership. It is then that the employers are keyed up to the highest pitch with their policy of splitting the workers' ranks; it is then they have the closet working alliance with the right wing labor leaders.

The settlement policy of the left wing clashes directly against that of the right wing. The right wing wants to agree with the employers to establish peace in the industry, which means that the workers shall give up the struggle. But the left wing maneuvers in settlement conferences in order to secure better positions from which to go on prosecuting the class war more vigorously than ever.

The left wing must become a past master at conference strategy. Many a battle, industrial as well as military, has been well-won in the field and then lost at the conference table by inexpert, corrupt, cowardly negotiators. A prime essential to successful conference strategy is exact information as to the balance of forces. The workers' representatives must know the actual state of both the employers' and the workers' organizations and resources.

This is of decisive importance. The workers are always confronted with the practical question, "Are we in a position to strike successfully, or must we settle?" This vital question can be answered correctly only if they penetrate the employers' elaborate system of bluff, get a line on their real position, and thus base their policy upon actualities. A correct grasp of the forces at play is the foundation of strategy, no less at the conference table than in actual strikes.

The workers' negotiators must be honest, informed, experienced, determined, and flexible. They must be on watch against a maze of dangers, and yet be prepared to utilize every possible advantage. They must know the