Notes

Outline

Computers in the Wild: The Future of Guilds in the Information Economy

Outline New economy and the erosion of the workplace Guilds and new unionism in Silicon Valley Lessons from other forms of worker collective organization Implications for future of Guilds

Industrial Economy Boundaries of Economy Nation-state with effective control, ensuring stable demand, Keynsian policy Organization of Production Large firms dominate industry clusters; Taylorist work organization Modes of Competition Stable mass markets; Expand market share; Cut costs and improve productivity. Global and local economy.  Political structures don’t match economic reality. Smaller, more disperse firms; mixed work organization; mixed work systems Constantly shifting niche markets; Quality, innovation and responsiveness to customer demands; Cost cutting and risk displacement

Silicon Valley Labor Markets High levels of temporary, contract and other nonstandard employment High levels of turnover and mobility, but also skill obsolescence

Slide 5

Indicators of Rapid Change Core, large-firm turnover rates of 15-25%; higher in smaller firms. Rapid lay-offs in the midst of growth. Of 100 top public firms in 1985, only 19 still were on the list in 1998. 70% of Intel’s profits in 1997 from products only introduced that year. Problems for training providers.

Lower job tenure

Creative destruction in action

From Dot.com to Dot.bomb?

Increased Length of Unemployment

Slide 11

Silicon Valley and Volatility Silicon Valley:  extreme region or harbinger of future? Labor market volatility as necessary component of competitive success, or simply shifting business risk to employees?

Silicon Valley Occupational Communities Early origins in networks of technical employees Conscious organization-building/networking accelerated in the 1990s Some specific guild examples include: Systems Administrators Guild, Silicon Valley Web Guild, HTML Writers Guild, Graphic Artists Guild, Other occupational associations include: STC, SV Webgrrls, SF WOW, Dozens (maybe hundreds?) of others

Silicon Valley Occupational Communities Common occupational characteristics: Non-company specific technical skills Practical work experience essential Rapidly changing knowledge requirements Changing employment conditions Broad activities include: Improve employment opportunities Improve learning opportunities Improve negotiating abilities

Medieval Guilds Strongest from 12th-18th century Europe Dominated by Master Craftsmen Association of skilled workers or labor control? Arenas of power: Association: controlled who can enter the craft Workplace: owned means of production and set employment standards Market: regulated market State: powers enforced by government

Contemporary Guilds in Comparison Arenas of influence: Association: Open networking, not restricted access Workplace: Semi-autonomous, but largely dependent on employers Market: Little impact on regulating product markets State: Minimal advocacy activities Facilitate individual career progression, but limited impact on occupational status Critical for individual and economic learning

Lessons from “True” professions Classic occupations include Lawyers, Doctors, University professors (!) Characteristics of ‘professions’: Claim to have mastery over particular discipline Advanced learning & ‘high’ intellectual skills Independence in work environment, shaped by code of ethics Professional status fought for/defended through legal means Significant rise in ‘semi-professions’ Difficult to create monopolistic practitioners group Rapidly changing knowledge requirements contributes to importance of open networking

Lessons from Union Movement Industrial unionism dominated 20th century Collective bargaining rooted in: Clear community of interest (job not career!) Stable workplace Clear employer-employee relationship Became widespread and institutionalized with labor legislation, now long decline New unionism experimenting with associational unions

Weaknesses of Contemporary Guilds Lacking in all arenas of power of medieval guilds Unlikely to attain ‘true’ professional status Lack legal status and political clout of unions

Strengths of Contemporary Guilds Adapted to structure of the ‘new economy’ Network based Knowledge/learning dependent Critically important (and growing) occupations Improve members’ livelihoods Improve bargaining position and employment prospects Critically effective structure for learning

Implications for Future Improve career progression assistance: Access to employment: self-employment services and effective experience validation systems Learning: expanding and strengthening learning communities (public $$ available) Occupational status: Legal rights education and increased advocacy activities Legal status and state protection is critical in the long run Advocacy perspective and alliance building essential

Thank you! “There’s a great deal of practical experience that is required to be a senior System Administrator—not just being trained.  You have to understand the idiosyncratic way that computers behave in the wild.”  --Hal Pomeranz Board Member System Administrators’ Guild (SAGE)