This book is written for unionists. Some are facing de-
mands from their employers to implement teams and
are deciding on a response. Others are only too familiar
with the day-to-day realities of the team concept， but
want*to better understand it or to know how others have
responded. Still other unionists are not immediately con-
fronted with teams， but want to be prepared. Choosing
Sides: Unions and the Team Concept is meant to be use-
fill to people in all these categories.
The book is divided into three parts. Part I ana-
lyzes the team concept in the auto industry， Part II pro-
vides background information， and Part III looks at the
team concept through the experiences of 15 different
companies and plants.
Chapter 1 defines what the team concept pack-
age means in practice. Chapter 2 explains the recent his-
tory of team concept ideas both in this country and else-
where， and how the U.S. auto industry came to adopt its
version of the team concept. Chapter 3 examines the
team concept in its most developed form， a production
system we have named \"management-by-stress.\" This
chapter demonstrates that， behind the flowery rhetoric，
management is demanding profound changes that signif-
icantly alter the balance of power on the shop floor.
Chapter 4 contrasts management-by-stress to a human-
ized vision of the workplace， which turns out to be quite
different from the team concept. Chapter 5 addresses
the question of what unions can do when confronted
with management s demands for teams. This chapter
offers suggestions for dispelling the myths about the
team concept and negotiating a team concept agreement
that preserves workers rights as much as possible. It
draws on the experiences of different locals in modifying
the worst aspects of team a~reements.
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