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believed that the lay-offs were directed in ill will to dismiss workers that had had nerve enough to come to one of their meetings. There wasn't a grievance committee, but there was a routine in most of the automobile factories which was understood, that if you had a grievance, you could go to the foreman. If the foreman didn't adjust it, you could go to the shop superintendent, and so on. But anybody who had the nerve to go to the shop superintendent just lost job. Anybody who had the nerve to complain to his other fellow workers just wasn't there the next day. They believed that there was a deliberate effort to break up any movement on their part to improve their wages or working conditions, or to adjust their grievances. They kept speaking of a great many shop grievances.

Collins confirmed that. Collins, who was an experienced trade unionist, confirmed that there were shop grievances and that men were dismissed for petty grievances, and with an effort to break up anything that might go into a union, that he had known of it among those who had come to meetings with him. They based their organization on a few machinists, a few metal polishers, a few building trades workers who knew what a union was. Then Collins would try to get them to bring others to