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.
Workers’ self-management is associated with times of social transformation. The state may chose to either restrict self-management or facilitate it so the conflict is institutionalised and contained.
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.
In regard to workplace occupations, the decision relates to workers’ assessments of their situation and their expectations about whether this will bring useful leverage.
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.