45 pages 1 hour read

Flesh and Blood So Cheap

Nonfiction | Book | YA | Published in 2011

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Chapters 4-5Chapter Summaries & Analyses

Chapter 4 Summary: “An Overflow of Suffering: The Uprising of the Twenty-Thousand”

There was a massive power disparity between factory owners and employees. Factory owners set the rules and could fire an employee at any time. Employees attempted to gain power by forming trade unions, which would participate in collective bargaining, or negotiations on behalf of all member employees. Unions began to form in the United States in the late 1860s in industries such as steel, coal, and railroads. The garment industry proved more difficult to unionize because of the sweatshop system, which involved small, scattered shops. In addition to this, most garment workers were women, and the men at the American Federation of Labor (AFL) did not see them as equals, arguing that “they lacked men’s ‘drive’ and ‘fighting spirit’” (76). The new-model factory, however, made garment industry unions possible because it gathered so many women workers in one place.

In 1900, the International Ladies’ Garment Workers’ Union (ILGWU) was formed, but it had few members, little power, and only four dollars in its coffers. In September 1909, the Shirtwaist Union, Local 25, voted to strike against Triangle for increased wages and shorter hours. Factory owners rallied together and resolved to break the strike. They planned to hire scabs—“non-union workers who take strikers’ places” (78). Strikers would block the factory entrances by picketing “with signs telling of their grievances and demands” (78). When many scabs were sympathetic to picketers and refused to cross the picket line, factory owners hired sex workers from The Bowery to assault picketers. When the picketers held strong, factory owners hired shtarkers, or gangsters who could be paid for violence: “For example, they charged four dollars to blacken a person’s eyes, ten dollars for breaking a nose, twenty-five dollars for a stabbing, and one hundred dollars and up for murder” (80).

One striker who was assaulted was Clara Lemlich; two shtarkers, including a former professional fighter, attacked her as she walked home. They broke six of her ribs. Tammany Hall, the Democratic Party headquarters that in effect ruled the city, had a lot of influence over the police. Each election district had a Tammany-sponsored boss, who provided resources and help to the community in exchange for votes. Once elected, Tammany bosses leveraged their power to profit from bribes offered by bidders on city contracts or people who wanted positions of power within the legislative and judicial ranks. Tammany sided with the factory owners in the strike, which meant that the police did nothing to help Clara Lemlich or the other strikers.

Without public support, the strikers made little progress. Local 25 invited thousands of people to a meeting to discuss the situation. There were many celebrities and speakers at the meeting, but their messages were weak and uncertain until Clara Lemlich stood and announced that she had something to say. She called for a general strike, which was a risky move; such a strike would shut down the entire shirtwaist industry.

The strike began on November 23, 1909. The women striking were nervous, but very brave, as very few had the resources to pay for food or rent while they were on strike. That day, more than 20,000 workers left their sewing machines. This would become known as the “Uprising of the 20,000.” Press coverage followed, which gained the strikers allies in the Progressive movement—a political faction pressing for change. One such ally was Mary Drier, a wealthy woman and president of the New York chapter of the Women’s Trade League Union (WTUL). The WTUL helped by providing telephones to keep strikers in touch and hiring lawyers to defend arrested strikers in court. Drier also waged a propaganda battle in the newspapers to win public sympathy. WTUL members—more affluent women than the strikers—joined the picket lines to deter police violence, as upper-class women could not be handled as roughly as those from the lower class. The strikers had found their Friends in High Places.

Many of the strikers were arrested and fined. Some were sent to the women’s workhouse on Blackwell’s Island, where they were forced to do hard labor. This did not work as intended, as those women returned to the picket lines stronger and became martyr figures. Their courage helped the other strikers to hold fast, which won them more allies. Black women workers had been barred from the garment industry by racial prejudice, but the strike allowed them to work as scabs. Despite this, in a mass community meeting, the Black community resolved to ally itself with “the cause of union labor” (93); this meant that they would not break the strike by working as scabs.

Feminists also allied with the strikers. The feminist movement was relatively new and focused on equality for women, especially on gaining women the vote. One prominent feminist, Alva Belmont, passionately argued that working conditions were connected to the right to vote; she saw the strike as an opportunity to educate the public. Belmont spent nights at the police station, posting bail for arrested strikers. She inspired other wealthy women to aid the strikers. Known as the Mink Coat Brigade, these women held many well-attended and well-publicized events to bring attention to and garner support for the strikers. On January 2, 1910, they held a rally at Carnegie Hall that went awry: The main speaker, a leader of the Socialist Party, associated the labor movement with socialism. This alienated supporters and caused some members of the Brigade to abandon the cause.

The strike took its toll on both workers and owners: Workers were not getting paid, and factory owners were unable to fill orders. Some women broke the strike and went back to work, but most did not. The strike ended on February 15, 1910, after Max Blanck met with organizers secretly and begged them to agree to a compromise that would help him save face: Workers would receive a 12% pay raise, a 52-hour workweek, and “an end to petty abuses like charging for needles and chairs” (103), but would not get the proposed “closed shop” model that would only allow factories to hire union members.

Chapter 5 Summary: “The Third Gate: Fire at the Triangle”

Triangle Factory workers were afraid of the fire risk in the building. In November 1910, a fire at a cotton underwear factory killed 23 and injured 40. Worldwide, fire safety had greatly improved since the 19th century thanks to sprinklers and fire drills that would prevent panicking during a tragedy. These advancements were rare in New York City, however, “because fire safety did not ‘pay’” (108). Safer buildings would lower insurance rates, but they also had some downsides for owners: Arson was no longer an option for owners who wanted an easy (if illegal) insurance payout, and factory owners were not motivated by employee safety. Contemporary mechanical engineer H. F. J. Porter claimed one factory owner responded to a suggestion for a fire drill by saying, “Let ‘em burn. They’re a lot of cattle anyway” (108).

The Triangle Shirtwaist Factory was housed in the 10-story, supposedly fireproof Asch Building, equipped with fire alarms, fire hoses, and a 5,500-gallon water tank on the roof. However, the building had been appraised by city inspectors, who found that it did not have enough exits, that the stairways were too narrow, and that the inward-swinging exit doors would trap people inside in the event of a fire.

Garment factories were at particular risk for devastating fires despite the modern firefighting technology. Many fabric scraps were stored in baskets under the tables. Fine lawn fabric (sheer linen) was incredibly flammable and separated by layers of equally flammable tissue paper. Paper pattern pieces hung from strings above sewing machines.

The Triangle fire was likely caused by someone smoking a cigarette as they waited to leave for the day. Once the fire started, it spread rapidly through the eighth floor. A foreman attempted to put it out with the fire hose, but the hose had never been connected to the water tank pipes. Some ran for the elevators, which made rescue trips up and down until the heat from the fire bent the track and made the elevator inoperable. Others rushed the stairway doors, but because they opened inward, the crowds pressing against the doors were trapped—unable to get enough space to open them and escape.

On the ninth floor, finished shirtwaists and cans of sewing machine oil caught fire quickly. Some people jumped down the elevator shaft to escape. Others ran to the stairwell door, only to find it locked. With no other hope of escape, many people jumped to their deaths from open windows. Others made it to the fire escape, but the structure could not bear the weight of so many. It collapsed on the eighth floor, killing many more. Those on the tenth floor fared better. They made it to the roof and, from there, to the roof of a neighboring building.

When the fire chief later examined the building, he found that the structure of the Asch had survived, but “[t]he woodwork, furniture, cotton goods, and people who worked in it” had not (119). In total, 146 people died in the fire. It was New York’s worst workplace disaster until the September 11, 2001, terrorist attacks on the World Trade Center.

Chapters 4-5 Analysis

The Chapter 4 overview of striking, scabs, and picket lines demonstrates the importance of Solidarity Among Oppressed Groups. Though the Jewish, Italian, and other European immigrants shared many of the same hardships and obstacles, they tended to settle in separate neighborhoods. Progress would come only from acting as one, so union organizers brought the people together. Local 25 distributed thousands of fliers in three languages (Yiddish, Italian, and English) to bring as many workers as possible to the meeting at Cooper Union. They agreed to a general strike, an agreement that crossed cultural boundaries. Once on strike, solidarity continued to remain essential. For example, when Black women were presented with the opportunity to break the strike as scabs, they decided instead to honor the picket line and support the efforts of the strikers. Likewise, wealthy white women primarily interested in suffrage joined the efforts of the strikers, breaking class barriers.

This last detail shows how crucial it was to have upper-class allies with connections—the all-important Friends in High Places. Workers were largely seen by industrialists as disposable or less than, which prevented powerful people from investing in the labor cause. As the book demonstrates, the strike brought visibility to the plight of workers and attracted wealthy, educated women who were able to financially and physically support the workers during their strikes, including posting bail and providing resources and facilities. The factory owners, too, needed connections to advance their position, though they received their support from Tammany Hall and the police.

Chapter 5 details the horrifying experience of the Triangle Shirtwaist Factory fire. Marrin’s descriptions bring the tragedy to life for the reader, building a sense of fear and hopelessness through concrete imagery and factual reporting. Small details, such as the couple who kissed before dropping to their deaths through the ninth-floor window, give the victims individual identities and humanity, helping the reader to empathize with them as people rather than an abstract group—a different window into The Impact of Industrialization on Workers. The description also highlights the many failed safety failures in the Asch Building and how they contributed to the shocking loss of life. Basic features that are now taken for granted—wide enough stairways, emergency doors that open outward, fire drills, sprinklers, and the like—were available but not installed because they were not legally mandated. Marrin indirectly shows that today’s government regulation of industry to protect workers saves lives.

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