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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.
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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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Thirty-eight years ago, a movement for ‘socially useful production’ pioneered practical approaches for more democratic technology development.
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The two theorists, following different trajectories, reached a common conclusion: that the real content of socialism is the complete control of labour by the workers themselves.
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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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