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 Britain in the 1970s was a period of crisis and polarisation. Workplace closure led to resistance by workers, which defined the relations between capital and labour for subsequent decades.
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 Workers' management is not just a new administrative technique: it means that for the mass of people, new relations will have to develop with their work, the very content of work will have to alter.
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 In regard to workplace occupations, the decision relates to workers’ assessments of their situation and their expectations about whether this will bring useful leverage.
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 Imagine that the algorithmic heart of the "Sharing Economy" could be cloned and brought back to life under a different model of ownership and work conditions, as a humane alternative to the market.
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 Hilary Wainwright reflects on an attempt by British workers to produce a democratically determined alternative plan for their industry.
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