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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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 This controversy illustrates the difference between the defeated world of ideology and the vibrant and outward-looking world of action that strives to disengage from the dominant relations.
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 Thirty-eight years ago, a movement for ‘socially useful production’ pioneered practical approaches for more democratic technology development.
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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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