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All members of Local 158 of the United Paperworkers International Union in Cloquet, Minnesota, were invited to attend a meeting to notify them about the outcome of the Union's study concerning exposure to asbestos fiber. Union members and their families were contacted by letter, radio and television announcements, area newspapers, and word of mouth. They were informed about the medical screening that was being planned and about other information on asbestos-related diseases. During the meeting, they were asked to attend one of the educational sessions, to schedule an appointment for the screening, and to fill out a medical history. It was determined that paperworkers with asbestos-related disease might have rights to at least two types of compensation: worker's compensation from their employers and/or court- or jury-awarded compensation from asbestos manufacturers. Other sources of compensation such as social security of disability pensions might also be available to eligible individuals. The Union did not have a complete listing of all the individuals who worked at plants or in operations where asbestos exposure may have occurred. The Union solicited the aid of the Minnesota Department of Health to help identify former asbestos-exposed workers and to develop an ongoing screening and medical program for workers who were exposed but did not develop symptoms of asbestos-related disease; these illnesses usually take 20 years or more to develop. However, the Union was able to follow-up the notification and subsequent screening by sending members and their families the results of the initial screenings and other information concerning the status of any legal actions taken on behalf of the exposed.(ABSTRACT TRUNCATED AT 250 WORDS)

This case study provides insight on issues surrounding labor-management cooperative programs both for those who will teach trade unionists about them and for those labor leaders who are considering participating in one. It explores the role of three local unions at the Jackson Mill in the formation of a labor-management cooperative program that gained employee support. The key to attaining support rested in two key areas. First, the locals played an instrumental, autonomous part in the development and eventually workings of the program. Second, the cooperative program stuck to concrete job operation issues with clear goals that could be measured., Introduction Labor education classes that discuss labor-management cooperative (L-MC) programs usually occur in response to demands of local union officers for training after management makes it an issue in contract [...]