h the cloudy organizational structure that had hampered the Knights of Labor and other previous attempts at federation, placed emphasis on the autonomy of each affiliated union in its jurisdiction, and encouraged the development of practical collective bargaining to gain improvements for the membership. But it takes two to make collective bargaining work - employers and workers - and as American industry moved into a period of immense growth and power in the latter part of the 19th century, the lords of industry were little inclined to negotiate with the unions of their employees. The Sherman Antitrust Act, designed to break up the power of monopoly corporations, was used very strongly against small unions, contrary to its intent. And so, the companies grew in strength while their lawyers fought successful rearguard actions to make the law inoperative. Thus the decade of the 1890s and the early years of the 20th century witnessed many intense struggles between essentially weak unions seeking to liberate their members from back-breaking toil under often unsafe and unhealthy working conditions for very low wages, and powerful corporations with heavy financial resources, the active or passive support of the government and its police forces, and the backing of much of the press and the general public. It was a perfect climate for union-busting and violence. In 1891 steel boss Henry C. Frick broke a Pennsylvania strike of coke oven workers seeking the 8-hour day. But that was just a warm-up event for Frick, who as head of the Carnegie Steel Company in 1892 ordered a pay cut ranging from 18 to 26 percent. The Amalgamated Association of Iron & Steel Worker some of the stronger unions of the period-called a strike at the Carnegie plant at Homestead, Pa., to seek a rescinding of the cut in wages. Pitched battles followed between the strikers and a boatload of 300 armed Pinkerton detectives. The strikers won the battle and the Pinkertons retreate...
