Page 193 - An Introduction to Political Communication Third Edition

COMMUNICATING POLITICS

disputes, frequently involving strike action. The GUMB argued in
their Bad News and More Bad News studies that the tendency of
the media at the time to ‘blame the workers’ while ignoring the role
of management and other factors for which the unions had no
responsibility was part of the pattern of bias referred to earlier
(1976, 1980). Be that as it may, by 1977 the company was in deep
crisis, and the then Labour government appointed South African
industrialist Michael Edwardes to rescue it on behalf of the
taxpayer.
Edwardes pioneered, in the British context, a variety of media
management and communication techniques which had the
effect of circumventing established management–union channels,
weakening the authority of the union leadership and the solidarity
of the workforce. Edwardes and his management adopted a
strategy of ‘going over the heads’ of union negotiators, communi-
cating directly with the workforce and seeking to persuade them of
the correctness of management’s policies. Edwardes also applied
public relations techniques, pursued through the media, to mobilise
public support.
For example, announcements of important management decisions
would be timed to accommodate main news programmes, particu-
larly the popular early evening bulletins with the largest audiences
(basic public relations, of course, but innovative in the context
of industrial disputes). News reports would be closely monitored
by British Leyland’s PR staff, and any perceived mistakes or
inaccuracies in coverage were immediately relayed to the media
organisation concerned, for correction at the next available oppor-
tunity. Edwardes insisted on going ‘live’ when he appeared in
broadcast interviews, thus preventing the possibility of his views
being edited to his disadvantage. To protect his authority and status,
he never appeared in debates with union leaders on television.
BL under Edwardes pioneered the practice of producing company
newspapers which were delivered free of charge to the workforce.
This allowed management to bypass the leadership of the union by
disseminating its message directly into workers’ homes. Manage-
ment offers on pay, conditions or other points of dispute could
be made ‘unmediated’ by union leaders’ objections and counter
arguments. BL management also introduced the practice of carrying
out surveys of workers’ opinions, the findings of which would then
be incorporated into negotiating tactics. By the use of such methods
Edwardes secured from the BL workforce a vote of 7 to 1 in favour
of his recovery plan, despite the vociferous objections of the union.

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