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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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 Hilary Wainwright reflects on an attempt by British workers to produce a democratically determined alternative plan for their industry.
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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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 Certain changes to the cooperative form could permit the creation of enterprises that would not belong to anyone specifically but would be at the disposal of its users, workers and clients alike.
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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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