Lenderly: peer-to-peer lending within your union or worker center?

How our organizations can better help people navigate the financial ups and downs of work as it becomes more precarious is a hot topic within the economic justice world these days. When the majority of Americans don’t have $500 in savings, we know that it is very hard to deal with routine “emergencies”–like an ER visit, an unexpected car repair, or a broken hot water heater.

Most of us are familiar with peer-to-peer lending programs like Kiva, which allow entrepreneurs and individuals around the world to borrow small-ish amounts of money, to fund business expansion or home improvements, without going through established banks. Lenders are partially repaid on a regular basis, until the entire loan is paid off–which can help both solve an immediate financial need for the borrower, and also establish a credit history for the borrower.

A new platform, Lenderly, developed a tool to refine this kind of peer-to-peer lending within existing networks. The site originally launched with faith communities in the US, and are now expanding their back end to be available for unions or worker centers who want to help facilitate loans between their membership.

Potential borrowers set up a specific funding request for between $300 to $5,000, and can specify the purpose of the loan with options like “take a class” or “pay medical bills.” The site acts as a guarantor of the loan–and will run a credit check on borrowers before making the loan request “live.” Borrowers also get to determine the length of time they will need to pay back the loan, up to two years.

Lenderly runs both the back end administration, adding their functionality to an existing website. It also helps borrowers get the word out about their loan request, by publicizing it to other people within that organization’s community.

Crowd-funding alone won’t fix income inequality, of course–but it might make it more possible for people to survive until we can build a more fair society.

Interested? Head over to lenderly.co and hit the “contact us” button–and let them know you heard about it on HtU.

New website seeks to organize workers with electronic union cards

A newly-launched website, Unionize Me, hopes to enlist large numbers of low-wage workers in winning NLRB elections. Founded by lawyer Jason Zoladz, the site hopes to take advantage of the NLRB’s 2015 decision to allow workers to sign union authorization cards electronically.

Zoladz is hoping to shift the conversation in the US, to focus on the fact that low-wage workers (who have been striking in large numbers through the Fight for 15 campaign) need bargaining power with their specific companies.

“2 million Wal-Mart workers need a union,” Zoladz told me ( a fact that few readers of this site would dispute).

When we spoke, the site had only been live for 6 days, but Zoladz had already received a number of electronic signatures on authorization cards. At that point, no one worksite had met the 30% trigger for a union election. Zoladz does not intend to organize one stand-alone business at a time, however—he wants to wait until a reasonable majority of workers in one specific region have signed, so that workers will be able to take actions from a position of strength.

It remains to be seen whether a mostly-lawyer based strategy can flip the script on winning union elections—but I’ll be curious to see how this plays out, over time.

Designing 21st century platform unions–part 3

I’ve been thinking a lot lately about what parallels—if any—exist between platforms and unions, and whether there are lessons that can be learned from platform design, that could benefit worker organizers who are looking for new models. This is the third in a series of three planned posts on the topic. In referring to companies as platforms, I am specifically talking about internet-based businesses that provide some kind of a marketplace for different kinds of users (called here in shorthand “buyers” and “sellers”—though of course, on some platforms a user can be both a buyer and a seller) to meet and exchange something of value (money for goods or services, ideas, advice, etc.). In this series, company platforms can refer to sites like eBay or Craigslist, as well as Mechanical Turk, Uber or Etsy. This series should not be read as an endorsement of any of the company platforms or unions mentioned. In thinking about best practices for community governance, I drew deeply on a panel discussion from this year’s CommonBound conference, between Nathan Schneider, Micki Metts, and Mario Liebrenz, as well as the book Swarmwise by Rick Falvinge.

Best practices for online communities

Building any community requires rules. Traditional unions have bylaws to govern member conduct and establish how decisions get made, and platform unions will need the same kinds of structure. Setting standards for online community conduct and ensuring that decisions made online are made democratically are problems that every movement needs to struggle with, and happily, there are some lessons we can learn from worker-cooperatives and other organizations that are further along in their online development.

Use technology that helps people build relationships & connect across distance

There’s a reason that Apple created FaceTime in an early version of the iPhone—seeing people when we talk to them is better than talking on the phone (and talking on the phone is better than having a text-only relationship, no matter what my children might tell you). The cost of setting up video conferencing has gone from exorbitant to practically free, at least for small groups. Jitsi Meet (https://meet.jit.si/) is an open-source, low-bandwidth encrypted system that allows unlimited people to participate in video conferences, right from a browser. Google Hangout requires a computer or smart phone with a camera and mic (as well as a free Google Plus account)—and has a mode that allows recording for later playback (Hangouts on Air). Hangout is only good for groups of up to 10—but having 2-3 people cluster at the same screen can also help add more folks to the conversation. If you’re still mostly having regular meetings of a geographically distributed group over conference calls, you are missing out on the chance to connect in a deeper way.

National or global assemblies should set overarching values for the organization

A platform union that is both representing workers in Fairbanks, Alaska and Kissimmee, Florida needs to ensure that the overall values of the organization are widely accepted. Bringing people together in one location is expensive and can be exclusionary—so make sure that your national gatherings incorporate an element for online voting and, if possible, live-streaming of decision-making meetings.

Decision-making is best left to the group that is most affected by the decision

Organizing a national dialogue any time one group wants to start working on a piece of city-wide legislation is impractical. Local organizing committees should be empowered to make decisions about local work—while ensuring that their work conforms to the national or international values set above. Some online organizing groups have developed a rule of three that says that any idea that three activists agree is a good one can be moved forward—as long as those three people are willing to take on the responsibility for doing the work.

Regular meetings still matter, even if they’re not in person

For groups at the local level, it’s still important to make sure that they are meeting regularly. It’s equally important to make sure that they have something to meet **about**. If you are able to have in-person meetings, think about centering the meeting in both community-building (bring food!) and some kind of discussion that everyone—even non-experts—can participate in. Some groups will use their regular monthly meetings to help brainstorm around a problem that an individual or sub-group are having, or to think about their larger strategy and how to achieve goals.

Customizing specific technology can allow your overall resources to grow

Fair Coop, a global internet-based cooperative that has created a marketplace for selling products online, has created a crypto-currency of their own, called Faircoin. Every member gets an account with a wallet, and they spend a significant amount of time teaching their members how to use it. As the currency grows in value, the coop uses it to invest in cooperative development, including funds to help refugees or other historically disadvantaged groups to start coops of their own.

Make sure to tell your stories—especially about internal successes

Organizing national discussions or local ones that are mostly mediated online is challenging, and new to most of us. Make sure that you are using your platform not just to talk about your external successes (we won portable benefits!) but also about your internal ones (we had an important discussion using only the internet!). Ask people to tell a story about how being in this specific community has changed their life, or something new that they’ve learned from being a part of the group. It’s important to reinforce that being a part of an online decision-making process can be fun, or informative, or helpful.

Designing 21st century platform unions—part 2

I’ve been thinking a lot lately about what parallels—if any—exist between platforms and unions, and whether there are lessons that can be learned from platform design, that could benefit worker organizers who are looking for new models. This is the third in a series of three planned posts on the topic. In referring to companies as platforms, I am specifically talking about internet-based businesses that provide some kind of a marketplace for different kinds of users (called here in shorthand “buyers” and “sellers”—though of course, on some platforms a user can be both a buyer and a seller) to meet and exchange something of value (money for goods or services, ideas, advice, etc.). In this series, company platforms can refer to sites like eBay or Craigslist, as well as Mechanical Turk, Uber or Etsy. This series should not be read as an endorsement of any of the company platforms or unions mentioned. For the analysis of platforms, I am indebted to the authors of _Platform Revolutions_, and to MIT’s Sloan School for their online course of the same name, as well as Simone Cicero’s work, including this recent article.

What can we learn from platforms?

As we move into thinking about how to design platform unions in ways that incorporate best practices from the world of for-profit platforms, it is critical to realize that, just like Airbnb doesn’t fulfill all the functions of a hotel—we shouldn’t be focused on replicating the entirety of the 20th century labor union online. There are many functions that a 21st century platform union could perform—some of which will be things that were traditional benefits of unionization. But if we’re building an organization that is not centered around one physical workplace, we will need to find a different center of activity for our organizing work.

Remember metcalfe’s law, when designing the business model

Metcalfe’s Law says that the value of a platform rises as more people use the platform. The high “price” of entry creates major challenges for 20th century unions who are seeking to grow to scale. The advantage of the platform union is that it can experiment with business models to see which one works best. While some traditional unions have experimented with associate member models and other methods of getting non-union workers to see themselves in the union, their heavy dependence on their current, dues-based business model makes scalability difficult. If we want platform unions to grow into a high-value proposition for members, it must be possible for lots of people to join.

Some examples of business models that a platform union might adopt are:

    Platform takes a transaction cut from both parties

In essence, 20th century unions do this through the process of dues collection. The fundamental value proposition of a union has been—joining the union will get you a raise. Most unions bend over backwards to make sure that the dues that they collect from members are offset by raises, especially for newly-organized units. A platform union that adopts this model will need to make sure that the value that it is providing to workers is worth more than what they might command as solo actors, either through increases in wage rates, or some kind of benefits.

    Employers pay for access to specific kinds of workers

What the “specific” is will likely be different in different industries. While in some customer-facing businesses, having a large population of bilingual workers is important and hard to find, in others it is irrelevant. Employers who are struggling to fill a void in their workforce will appreciate an organization that helps provide stability in the face of that void. A deep understanding of the industry that workers exist in will be paramount to making this model work. A platform union that charges for access to specific workers will probably need to create some kind of certification, to affirm worker capability.

    Members pay for access to specific content or training.

Workers may, in certain industries, benefit from skills upgrades or information, and some professions require continuing education in order to be certified to practice. A platform union could create a business model that brings in members through an education program, and then organizes them to demand power later.

    Members pay for access to tools.

In the new world of work, the tools we need to perform are not always provided by employers. Can we envision a world in which a platform union of Uber drivers collectively own a car (a practice which is, of course, already in effect in both the traditional and coop taxi industries)? Or where a platform union of Task Rabbits share ownership of a set of tools?

    Monetizing user data.

Platforms will have access to user data, which in some instances, will have value to third parties (for example—a labor lawyer might pay for access to a list of workers who have suffered wage theft, or workplace injuries). Obviously, members will need to decide what are appropriate situations in which user data can be sold, and what should remain proprietary to the platform.

    Pick one or two major functions, and perfect them

Most of what we consider to be the gold standard of unionization wasn’t built overnight. The future of the labor movement may look much more like the pre-Industrial era workers’ movements than it resembles the unions that were built in the 20th century. Platform unions may not be able to hold all of the functions that current labor unions do—although they may be able to create new ways of building power for members.

Some examples of functions that a platform union might provide are:

    Training and certification of workers.

Some kinds of craft unions (particularly those in the building trades) have historically made this the bread and butter of their organizing success—creating an apprentice/journey/master system allows unions to provide value to members over the course of a career.

    Provide a virtual hiring hall.

Coupled with a training function, this can be a particularly compelling organizing model. A hiring hall is basically a method of finding unused resources (in this case, both skilled labor and access to jobs) and putting them to work.

    Create a system of portable benefits that is specifically designed for those with multiple employers.

Some 20th century unions have done an expert job of aggregating their gig workers’ income streams into a way to buy affordable health care and retirement savings. SAG-AFTRA, for example, provides a way for actors who have multiple income sources (commercials, TV shows, movies, audiobooks, etc.) to be eligible for health insurance and a pension, even if their work from one gig might not be enough to qualify them for a pension.

    Reputation management

As more and more workers get rated for every job they do, issues around reputation management are coming to the forefront as a workers’ rights issue. A successful platform union could be focused on protecting workers’ reputations—both for groups (in the form of bargaining about algorithms) and for individuals who are removed from access to work.

    Data aggregation.

Platform unions will have the ability to perform both data-based and anecdotal analysis for their members. Coupled with reputation management, this could provide a powerful tool for helping redistribute power between the employers and the members.

    Reducing information asymmetry.

Some gig economy worker communities have built success by collecting information about the consumers of their apps/services, and sharing it with each other. No one wants to walk into a house, after being hired to do six loads of laundry, to find that there isn’t a washing machine, and the contracted time now needs to involve a trip to a laundromat—sharing information about customers makes it possible for members to reject jobs from chronic abusers of gig workers. Turkopticon gives Turkers the ability to see which Requesters have previously rejected completed work without paying for it—which could lead a Turker to avoid working for them in the future.

    Brand damage/customer awareness.

20th century unions have certainly engaged in brand damage campaigns—primarily through work stoppages and in-person actions. 21st century platform unions will have the ability to make their brand damage campaigns go viral in ways that won’t work, when you’ve just got an inflatable rat.

Other things to think about

    Price to drive adoption.

For all of these models to succeed, a platform union needs scale. Thinking about the pricing structure must include a theory of how the price point will encourage adoption at a level that will make success more likely.

    Stoke the fires of activity.

If an important part of the platform union is community discussion where users exchange tips or , then make sure that you and others are participating by posting and responding to other users’ comments. No one wants to keep coming back to a platform where they are the only poster.

    Free can’t be both sides of the coin.

If you’re giving something away to one pool of users, you need a network effect that is so strong it pulls in a different pool of users, who will pay enough to overcome the cost of the subsidy.

The third post in this series, which will be up next week, will propose some best practices around governance, for platform unions. Have thoughts about this post? Please leave a comment.

Designing 21st century platform unions—part 1

I’ve been thinking a lot lately about what parallels—if any—exist between platforms and unions, and whether there are lessons that can be learned from platform design, that could benefit worker organizers who are looking for new models. This is the first in a series of three planned posts on the topic. In referring to companies as platforms, I am specifically talking about internet-based businesses that provide some kind of a marketplace for different kinds of users (called here in shorthand “buyers” and “sellers”—though of course, on some platforms a user can be both a buyer and a seller) to meet and exchange something of value (money for goods or services, ideas, advice, etc.). In this series, company platforms can refer to sites like eBay or Craigslist, as well as Mechanical Turk, Uber or Etsy. This series should not be read as an endorsement of any of the company platforms or unions mentioned. For the analysis of platforms, I am indebted to the authors of _Platform Revolutions_, and to MIT’s Sloan School for their online course of the same name, as well as Simone Cicero’s work, including this recent article.

Unions and platforms—what overlaps?

One thing to keep in mind is that, at a pretty basic level, unions and platforms are both about disrupting power in an entrenched system. The point of a union is to decentralize power in a workplace, and to put more power in the hands of union members. The point of a platform is to decentralize power in an industry, and to put more power in the hands of users. Of course, both unions and platforms can be guilty of redistributing power in ways that are non-democratic, and sometimes power just gets moved to people who already, as a group, have status or influence in our society.

Let’s look at some of the qualities of a successful platform:

Discovers unused resources & puts them to work

Platforms that have achieved success have largely done so by tapping into markets for unused resources. Whether it’s Airbnb convincing people with an extra bedroom to rent it out occasionally, Etsy tapping into the desire for artists to sell their work to a national or global audience, or Josephine finding people who love to cook for others—successful platforms have figured out ways to sell things that largely weren’t sold **at scale** before.

Combines low cost of entry with a governance model that protects users.

The beauty of most platform businesses is that anyone with a device that connects to the internet can sign up for them, and there is not generally a high cost to staying on the platform. I might sell something on eBay only once a year—but my account stays active, without costing me anything. Because eBay employs a robust rating system, where both sellers and users rate each other, buyers can see that I’m an “honest” seller, even if I don’t sell frequently.

Uses network effects to grow (but needs rapid growth on both sides, early)

Platforms that grow best grow quickly. Uber isn’t worth much to me as a rider, if when I sign up there are too few drivers for me to ever get a ride. And it’s certainly not worth my time to drive for Uber if I have to wait for hours between ride requests, because not enough riders have joined. Uber and other successful ride-sharing companies have figured out that they need to concentrate on expansion of both sides of their user experience, and cannot merely open a new market with only riders signed up.

Immerses staff in data about users

Because platform business is by its nature conducted online, platform designers need to (and are able to) constantly immerse themselves in user data. Anecdotal information doesn’t cut it, when thousands of transactions are happening in an hour. And because it’s possible to “serve” different versions of a website to a segmented audience, it’s possible to run experiments on user engagement that track whether a new design will change the way users interact with the site.

Mono-homing versus multi-homing

The concept of mono-homing is one way that platform businesses seek to keep users on their platforms. Basically, mono-homing means “I have one home for this particular interaction or practice.’ It’s pretty easy to switch from one airline to another for different trips (ie–multi-homing)—so airlines have developed reward miles, to keep you ‘loyal’ to their particular airline (hence, mono-homing). Smart phone platforms have generally adopted this tactic—it’s hard to switch from an iOS device to an Android one, because you have to replace all your apps, and learn new methods of interacting with your phone. Other platform businesses have grown through multi-homing—there is no barrier to being a driver for both Instacart and Postmates, for example, or for customers to order food delivery through both GrubHub and Yelp Eats.

And some of the parallels, of a successful union:

Reduces information asymmetry between workers and bosses

An effective collective bargaining process has the great advantage of giving workers the same information that bosses have, about both the financial health of a company, and to some degree, the strategy the employer plans to employ to grow the business. Workers with more information have the advantage of being able to make better decisions—which might involve deciding to put more of their total compensation package into retirement savings, or to request skills training, to learn to use a new technology the company is implementing.

Has a high cost of entry, combined with a democratic governance model

For most US workers, the choice to join a union comes with peril. It can involve the risk of getting fired, or having to risk going without pay for some period of time to win a strike. In some parts of the country, bosses have successfully framed unions as a polarizing force, and potential members may face social pressure from friends or family if they join a union. And finally, the actual cost of dues (and sometimes, initiation fees) are much higher than in most other social movements. (The financial cost can, of course, be offset by gains made at the bargaining table.) Unions, at least in theory and often in practice, have a democratic governance model that allows for all dues-paying members to have a vote—usually outlined in bylaws that are ratified by members.

Uses network effects to grow value

There is a fairly clear relationship between the rate of union density in the US, and the level of income inequality: as union density has declined, inequality has increased. More union members in a particular industry in a particular market (say—hotel workers in Los Angeles) will inevitably push up wages in that industry, in that region, as they bargain better contracts. However, more union members will also cause anti-union employers to raise wages, as they seek to avoid unionization. In the best times in our history, unions have also leveraged their political power and social pressure to raise wages for millions of non-union workers through minimum wage legislative or ballot initiative campaigns.

Holds data as proprietary (sometimes even within organization)

Unions have not, historically, been great users of data either for member outreach or for making a public case for why they are necessary & socially useful organizations. While most unions are committed to meticulous upkeep of their seniority list, they do not tend to track as assiduously things like average wage rates, family size, number of member children who are able to successfully attend college, or other pieces of information that might be a boon to labor economists, academic researchers, or public policy makers. In addition, many unions hold tight their member contact lists (sometimes even restricting their own staff from being able to see them). The high cost of member acquisition forces unions into this defensive crouch—but the crouch itself can provide an additional barrier to fully serving members’ needs.

Mono-homing is the default

It’s difficult to belong to more than one union. Not impossible, of course—especially in the performing arts where recent years have seen the merger of SAG and AFTRA, acknowledging that many of their members were doing work in both film and TV. There is no institutional barrier in becoming a member of UNITE HERE as, say, a school cafeteria worker and a member of SEIU as a home health aide—but the high cost of dues may prohibit part-time low-paid workers from joining two unions, if the benefits largely accrue to full-time work in both cases.

What’s the market? (where the analogy fails, but we still have something to learn)

Unlike platforms, which mostly deal in single seller/single buyer transactions, unions are generally aggregating the selling power of a large group–in this case workers in one particular worksite or industry—to one particular buyer—the company for whom they work. That transaction is conducted through the collective bargaining agreement, and is enforced by a group of members (aka union stewards and officers) combined with paid staff (of both the union and the company).


As the rate of US unionization has declined, employers have done more and more offloading of their employment to third parties. Many workers who seem identical to full-time employees on their face, are ineligible for traditional unionization because they are employed by temp agencies or other kinds of labor brokers.

For those of us who are interested in seeding new types of worker organization, or evolving some part of our current organization to be more platform-like, the next post in this series will look at how we can design them using best practices from platforms.

Is it time for a Universal Basic Income?

You could be forgiven for thinking that the US workforce is experiencing a kind of personality disorder these days. On one hand, low-paid workers in the service sector are fighting to get their employers to give them more hours, as software algorithms make it easier for employers to accomplish “just-in-time” scheduling. On-demand workers are in a constant hunt for their next gig, through apps like Uber, TaskRabbit, Wonolo or Instacart. These apps give workers instant access to temporary work, and take the friction out of billing (and collecting payment from) clients. Automation—whether it’s experienced through the app economy or scheduling software—gives employers the workforce flexibility they want—whether workers are happy with that flexibility or not.

On the other hand, workers with traditional full-time jobs are feeling like they never get to truly leave work behind at the end of the day. Workers with employers that write late-night emails, or saddle managers with the responsibility of working unpaid overtime (because they are technically exempt employees) are left to juggle their personal and work lives—and to feel like they’re constantly failing at both. Working parents and people who are caregivers for their own parents are especially crushed between the need to perform well even outside of “normal” work hours, and also to be attentive to kids or other family members.

For some, freelancing feels like a chance to have flexibility in scheduling, to be able to control your own destiny in ways that full-time employees can’t. Unfortunately, nearly all freelancers have to worry about losing income if they can’t work—whether it’s one day staying home with a sick kid, or for longer periods of time. But freelancers aren’t the only ones struggling in the 21st century to find ways of paying the rent. The actual unemployment rate hovered between 10 & 11% for most of last year, and the World Bank recently estimated that, in order to meet the global need for jobs for youths aged 15-29, we will need to create 600 million new jobs over the next ten years.

The on-demand economy is forcing a national conversation about how to restructure work in the 21st century. More of us are jumping from gig to gig (sometimes in the space of a single day) to get by, and most people under 30 have given up the dream of having a career within a single company—if they ever had it. Millennials have watched their parents and older coworkers struggle with work-life balance, and many have decided that “having it all” doesn’t necessarily have to include full-time work, all the time.

Recent events held by a number of think tanks, have featured policy makers, organizers, and technologists discussing whether it’s time to give serious consideration to creating a form of universal basic income. While the threat of technological unemployment is probably not imminent, there are serious concerns that change will happen in some industries faster than others. Many robotics experts predict that self-driving vehicles will transform the transportation industry over a period of 10-15 years, potentially affecting millions of professional drivers.

Natalie Foster, a fellow at the Institute of the Future and the co-founder of Peers.org (a web community of workers in the on-demand economy) supports universal basic income as a way of easing the transition to a more automated workforce. “Today’s fights are between Uber drivers and taxi drivers, but tomorrow’s fights are between humans and robots,” said Foster. “As more and more jobs become automated, it’s important that we’re prepared for that transition.”

Gerald Huff, a Silicon Valley software engineer who’s studied the issue of basic income thinks it’s inevitable that automation will lead to job loss. “In the auto industry, electric cars & self-driving cars are the most interesting thing happening today. It’s inevitable that we’ll have them eventually—and millions of jobs will be lost due to this evolving technology.” Huff sees machine language programming as “a general purpose technology, like electricity, that will spread at different rates throughout the economy” but ultimately, like electricity, will have widespread adoption in many different industries.

Foster points out that, “despite misconceptions, we actually have a version of income for all in Alaska with the Alaska Permanent Fund, which issues dividend checks to every Alaskan resident each year, based on the oil wealth that they co-own together. Could an American Permanent Fund be a way to create transition income for all, as we march toward technological unemployment?” In addition to Alaska’s Permanent Fund, forms of basic income have been experimented with by some Native American tribes disbursing casino income. The city of Utrecht, in the Netherlands, has also announced plans to experiment with giving payments without conditions to people that currently qualify for social security, as has the newly-elected government of Finland.

Both types of workers being affected by technology could have their lives eased by experiments with universal basic income. The fast food worker struggling to get by in a week that her employer only wants her to work 20 hours, would know for certain that she could pay the rent. The full-time worker, struggling with the demands of balancing a more-than-40-hour workweek with the need to pick her kids up from school and feed them dinner, might decide to voluntarily cut back on her work hours, knowing that her overall income would be unchanged. Basic income might also allow us to return to the days when large numbers of people were able to volunteer with community organizations, in schools, or with senior citizens. If we reduce the need for adults to spend the majority of their waking lives at work, it is certain that some of them will choose to give back to their communities in ways they just don’t have time to do, right now.

As individual workers choose to reduce hours, we will also probably see more job-sharing arrangements. Many employers may find that they have to compete for workers by significantly improving quality-of-life issues on the job, which could include allowing two people to share the duties of what is now one full-time. If we want to achieve the kind of opportunities for today’s youth that the World Bank estimates we need, one way to do that would be to grant everyone some form of basic income, and encourage employers to allow workers to share jobs in ways that let them maximize the knowledge and expertise of incumbent workers, while bringing on the next wave of workers in a part-time capacity.

It will take a big leap, rhetorically, for people to go from thinking “no one who works full-time should live in poverty” to “no one should live in poverty.” Particularly in the US, one’s livelihood is in no small part the key to one’s identity—and the idea that we might all be sliding toward a future with much less work fills some of us with as much dread as it does joy. But Huff believes we’re slowly approaching a future where “people will not make enough money to participate in the economy. Universal basic income is a form of helping capitalism help itself—so that we won’t just rely on human labor as the way we get money to spend.”

Dream Bigger to Do Better

In recent weeks, I’ve had dozens of conversations with people who are thinking about how to do new kinds of worker organizing, both within the traditional labor movement and outside of it. Overwhelmingly, organizers and policy experts express a need to find a “new narrative” that can compete with the “sexiness” of the tech industry’s gig economy.

It’s hard for us to contemplate a new narrative, because we’re so committed to fighting for our old one. After all, through the stalwart efforts of the Fight for 15, and the Our Wal-Mart campaigns, we’ve finally gotten a sitting United States president to say the words that we love to repeat, over and over again:

“No one should work full-time and live in poverty.”

We don’t think too much, though, about the message that framing sends to people who aren’t us. Take a step back, and hear that sentence (if you can) with fresh ears. How does it sound, if you’re a part-time worker? What if you’ve tried to get full-time hours and your boss won’t let you have them? What if you choose to work part-time because you split shifts of child-raising with your spouse because you can’t afford day care, even if you both work full-time? What if you’re a student who needs to work to help pay your way through college, or you’re in high school, and have a job to help your mom with expenses? What if you’re an undocumented worker, who has to stand on a corner and hope that someone picks you up for a shift of landscaping that day?

Do you deserve to live in poverty?

It kind of sounds like we think you do.

We wanted a 40-hour workweek back in the day because at that time, many workers had a 60-hour workweek. We weren’t organizing to increase people’s hours to 40—we were fighting to be able to spend more time at home. The fight for the 40-hour work week was able to engage hundreds of thousands of workers in a fight that lasted for generations because it promised them something much, much better than what they currently had.

What does our current fight for full-time hours make people think?

“Great, I can spend more time at work, a place I mostly don’t like. Yes, maybe I’ll be more able to pay my bills—but I’ll spend less time with the people I love.”


“I work full-time now, and I don’t live in poverty. This doesn’t fix my problem of overwork, and feeling like I’m missing out on the things I really enjoy. So I guess this movement isn’t for me.”

Obviously, people in our movement are not trying to make workers spend more time doing things they hate, and less time with people that they love—but it takes a couple of levels of analysis to understand that. A top-line message that needs a couple of levels of analysis to really land is not an effective top-line message. We don’t need polling to tell us that. We can see it, every day.

I think the question we really ought to be asking ourselves is, “why are we still fighting for the 40-hour workweek?”

While some of us in the movement are crazy and actually enjoy working more than 40 hours in a week, we ought to know by now that many people would prefer more flexibility, rather than being locked in to a 9-to-5, an 11-to-7, or any other formal schedule. In fact, a large part of the appeal of gig economy work is that it is something you can turn on and off with the click of a button. Only got an hour to drive today? No problem. Family emergency in the middle of a planned ‘shift’ of delivering packages? Just deliver what you’ve got in your car, and shut down the app.

The underlying reason that we’re still fighting for a 40-hour-workweek, of course, is that in our current context, that’s the best way to fight for economic stability for workers.

But if what we actually want is economic and personal stability for all, why don’t we just say that? Why are we limiting our fight for economic stability only to those people who are capable of working 40 hours a week? We can dream bigger, and in doing so, we can build a movement to win our dream that includes many more people.


Interview with a roboticist

Part of my ongoing interest in writing about technology and work is inspired by the feeling that there really is a lot of cool stuff going on in the world–it’s not all just about my worry that we might find ourselves automated out of jobs, without a plan to replace income from work.

After the announcement of our twitter chat on #robotwork, a friend of mine asked if I wanted to talk to a roboticist–and of course, I said yes. I was hoping to have this interview posted before the chat, but due to a schedule mishap of my own making, that wasn’t possible. But I’m still very excited to have conducted our very first (email) interview with someone who’s working to make the world a better place, through robots.

Meet M. Bernadine Dias, Associate Research Professor in Robotics at Carnegie Mellon University.

HtU: What was it that got you into this line of work?

Dias: I started in Physics because I was always interested in understanding how the world worked and using this knowledge to invent tools that serve humankind.  In university, I was introduced to Computer Science and was intrigued by the numerous ways in which computers can impact the world.  Robotics to me was the perfect marriage of Physics and Computer Science! So after University, and a double major in Physics and Computer Science, I went into grad school in Robotics.  However, I was born and raised in Sri Lanka, in a lower-middle-class family of six kids and one income, so people and community have always been very important to me. My undergraduate degree was also in the Liberal Arts.  So even though I double majored in Physics and Computer Science, I also minored in Women’s Studies, and took courses in Philosophy, Sculpture, Economics, and much more. So my vision was always to use technology to help preserve communities and their cultures while empowering each community to realize their vision of progress.  That is how and why I started my research group TechBridgeWorld after I completed my Ph.D. in robotics.

HtU: What is the “problem” that your work is trying to solve?

Dias: In general, my work aims to empower technologically under-served communities with technology tools that cater to their needs and help them to overcome their challenges and move towards their vision of progress.  I therefore primarily work with people in developing communities and people with disabilities.  So we build tools such as low-cost devices to help blind children to learn to write braille using the slate and stylus method which is used in the developing world. You can see an article I wrote for Footnote.

Other relevant articles you may find interesting are:

Information & Communication Technologies for Development

ICT4D2.0: The Next Phase of Applying ICT for International Development

HtU: What’s the coolest thing you’re working on right now?

Dias: That’s tough.  I work on a lot of cool things 🙂 I guess I’ll pick my newest project – which is titled assistive robots for blind travelers.  We are exploring how different types of robots can effectively interact with and assist blind people in the context of future urban travel. This is a new project funded by NSF so we don’t have a lot of results yet, but you can follow our work on our website.

HtU: Are there places—conferences, conventions, online spaces, etc.—where roboticists talk about the future of work & what role they/you play in creating it?

Dias: Yes – this is an integral topic that many roboticists discuss both formally and informally – mostly under the banner of the ethics of robotics.  Here are some resources:

Robot Ethics (MIT edition)

Robot Futures

Robot Ethics (IEEE edition)

Center for Law & Society–Robotics (Stanford)

Ethics & Emerging Sciences Group (CalPoly)

Ethics & Robotics (CMU)

HtU: What are some jobs that might be created in the future, using tech that you are working on now?

Dias: I think the technology we are collectively building will lead to a lot more (primarily “technician” and service category) jobs where the job will entail things like calibrating robots (you’ll already see some of this in the medical industry with the higher end technology being used for things like imaging and surgery), overseeing teams of robots (this could be in security, agriculture, construction, etc.), deciding the rules and regulations for technology and robots (law and philosophy), working with robots to accomplish complex tasks (surgeons are already doing this with complex surgeries), designing, fabricating, programming, servicing, marketing, and distributing robots, and much more 🙂

HtU: What are some of the ethical questions that are raised in your work, that civilians may not think about?

Dias: Some of the questions I wrestle with are how can we use technology to empower the disempowered? Or how can technology make society more inclusive? Or how can technology enable people with disabilities to lead more independent lives and increase their safety? Or what are the cultural implications of introducing a technology into a community and who should be a part of the decision of whether or not to introduce that technology and how can these decision makers be empowered to make informed choices?  We also think about the environmental consequences of the technology we build and the tradeoffs we have to make between environmental, societal, cultural, economical, and practical considerations.

HtU: What’s the one thing that you wish people who don’t work with automated technology knew about robots?

Dias: 🙂 Hmmm…It’s tough to pick one thing.  I guess I wish mostly that they knew real robots are not necessarily what you see in the movies (especially the blockbuster movies). We have been seeing more of a shift with the general public view of robots though.  We used to get visitors who always expected to see robots that looked like the Terminator. Now we get a wider variety of expectations and my son and his classmates assembled their first robot at the age of 2 with their daycare educators ((using a kit they bought from Amazon). These kids at the age of 3 now will tell you that robots come in many forms with wheels and legs and wings etc. We also had a blind teacher in a small school for blind childrern in India ask us for a robot that could help her carry her things around 🙂  So perceptions are certainly changing! Robots, just like any other technology or machine or fashion trend are really what we make of them.  So we just have to make sure we include all the relevant voices in the discussions of what we should do with robots and make the best informed and inclusive decisions we can so that humans can be safer, have more flexibility in work location, spend their time doing more interesting things, and accomplish previously impossible things using the technology we build. Roboticists always talk about robots that tackle the 3 D’s: Dull, Dirty, and Dangerous tasks.