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<v Host>Gisholt Death of a Factory. A series of programs about termination and unemployment. <v Host>The 9th program in the series is called Unemployment to Self-Help. <v Host>Does it work? <v Unemployed Speaker 1>You would uh have a depressed uh feeling once in a while that, <v Unemployed Speaker 1>uh. Where do I go from here? <v Unemployed Speaker 1>Where do I look? Um should I start traveling and looking for a job in another <v Unemployed Speaker 1>city? I had times um I had my bad days, but, um, <v Unemployed Speaker 1>with the help of friends and my wife in others and the Gisholt a <v Unemployed Speaker 1>self-help organization, I kept going. I. <v Unemployed Speaker 1>I just made up my mind that I was not going to quit. <v Unemployed Speaker 1>I wasn't not going to lose my self-respect or pride. <v Unemployed Speaker 1>And I think this was the motto that kept me going. <v Unemployed Speaker 1>[noise] <v Unemployed Speaker 2>I worked there just a few months short of 15 years, <v Unemployed Speaker 2>and then not quite make the separation pay, which
<v Unemployed Speaker 2>created a problem financially. <v Unemployed Speaker 2>But uh it all works out. Because I belong to the City View organization. <v Unemployed Speaker 3>The situation says, she says, with um unemployment <v Unemployed Speaker 3>the way it is not just here in medicine, but throughout the United States. <v Unemployed Speaker 3>You just have to have a little courage or guts. <v Unemployed Speaker 3>And we came up with the bucks and we're going to go this way. <v Unemployed Speaker 3>We don't know anything else to do. [noise] <v Host>On January 15th, 1971, the Gettings and Lewis Corporation announced the <v Host>closing of its subsidiary, the Gisholt Machine Company. <v Host>Approximately 1200 terminated workers were released onto the labor market to look for <v Host>new jobs. To ease the transition, most workers had to make from Gisholt
<v Host>to other companies. Professor Carl Smith of the University of Wisconsin and some <v Host>graduate students in social cybernetics and industrial psychology set <v Host>up a group called the Gisholt Self-Help Organization. <v Host>The idea for a self-help union was based on Dr. Smith's belief that the loss of jobs <v Host>for some workers could mean a loss of pride, identity and a loss of security. <v Host>Dr. Smith maintained that a worker without a job could feel he was no longer a man or no <v Host>longer the family's provider, and that the change in his status and perhaps his <v Host>self-importance could result in depression and degradation. <v Host>Agencies might not be able to give him the necessary support, but instead might leave him <v Host>alone to solve his own problems. <v Host>For many men, this form of self-help without direction might not be enough to get them <v Host>jobs. Dr. Smith believed in self-help with a difference in the <v Host>early summer of 1971. Some of Dr. Smith's students put up a registration <v Host>table at the state employment office. <v Host>Former Gisholt workers applying there for jobs and unemployment compensation were
<v Host>encouraged by the students to register with the organization and to come to a general <v Host>meeting. The basic purpose was to form a group of X Gisholt employees <v Host>and to help them help themselves. <v Host>A base would be established for weekly meetings where the men could maintain their <v Host>Gisholt ties and hopefully the men would work together, offer each other moral <v Host>support and find themselves jobs. <v Host>Jim Murgon are one of the organization's staff. <v Jim Murgon>Well, Dr. Smith did a long, long study of the uh caller strike years ago. <v Jim Murgon>When that closed. <v Jim Murgon>Well, it was closed down by strike rather than a permanent plant closing, <v Jim Murgon>but it was out for years and years. <v Jim Murgon>I think it was 9 or 10 years. It was ridiculously long. <v Jim Murgon>But the the upshot of it was uh it did a tremendous amount <v Jim Murgon>of psychological damage to the men who were involved. <v Jim Murgon>Well, he felt that the Gisholt closing would probably do the same thing here in Madison, <v Jim Murgon>that this would be a terrific letdown, a terrific
<v Jim Murgon>psychological depression to all of these people. <v Jim Murgon>And he felt that if we could keep them together rather than let them separate <v Jim Murgon>to their own homes and certain that perhaps <v Jim Murgon>the spirit that they had had when they had worked together, the ties that they had <v Jim Murgon>had working with other men and so forth. <v Jim Murgon>If we could keep these together, that this would help to bridge <v Jim Murgon>this gap and help to bring them around toward uh some sort <v Jim Murgon>of positive way of seeking new jobs. <v Jim Murgon>And what we decided to do was uh form small groups <v Jim Murgon>and actually go out and uh like an interview team rather <v Jim Murgon>than have the employer interview one person at a time. <v Jim Murgon>We decided that it would be easier to cover the entire community by having <v Jim Murgon>groups go out and talk to the employers and in this way find <v Jim Murgon>out what the employers were looking for at the present time and actually interview <v Jim Murgon>the employer rather than have the employer interviewing the man who was looking.
<v Jim Murgon>So what we wanted to do was gather information about all of the companies in the area, <v Jim Murgon>what they were seeking, uh the times of the year when they <v Jim Murgon>were going to be needing help the most. <v Jim Murgon>What types of jobs would be available and what types of talent they were they were <v Jim Murgon>looking for. <v Host>The staff of the self-help organization believed that employment offices offered only <v Host>limited information and services to the men. <v Host>Traditional agencies could provide relatively little individual counseling and could not <v Host>seek out jobs from prospective employers. <v Host>They were basically job collection agencies. <v Host>The self-help approach, however, might be able to lend ideas and encouragement to other <v Host>employment services could not. <v Host>The organization could suggest seemingly elementary things like how to dress, <v Host>how to fill out application forms, what to say in an interview, and where to look for new <v Host>jobs. These could be important tips for men who had not looked for work in 20 years. <v Host>The organization could act as a bulletin board and receiving agency for new employment <v Host>announcements and opportunities, but it could also serve as a springboard from
<v Host>which the men could research jobs. <v Host>It could provide facilities like office machines, telephones and meeting rooms to help <v Host>the men launch a publicity campaign. <v Host>Initially, 25 men joined the group. <v Host>Eventually, the number increased to 40. <v Host>The men who signed up represented a broad spectrum of job, skill and employment history. <v Host>Janitors, lathe operators, draftsman salesmen and engineers became <v Host>members of the group. But the numbers were fewer than anticipated, and both the staff <v Host>and the members themselves wished that other workers would have come out to join them. <v Host>The workers who came to the meetings may have been more receptive to doing something or <v Host>changing something. One man had read about plant closings and the potential effects <v Host>of termination on workers. He said he decided to join the self-help group because <v Host>it was one step in the right direction. <v Host>One way to avoid the possibility of dejection and despair. <v Host>The men who didn't join may have suspected the organization because it was connected with <v Host>the university. Some may have been afraid of being exploited or being made
<v Host>guinea pigs in some kind of university experiment. <v Host>One man referred to the self-help union as an after school project run by a bunch <v Host>of kids. He felt it was the union's function to form some kind of a group. <v Host>And the meeting should have been held at union headquarters. <v Host>Some men decided they could find jobs on their own and many did. <v Host>Others may have become too withdrawn. <v Host>They had already given up hope, and some men decided that coming to the meetings wasn't <v Host>worth the effort unless the organization guaranteed them a job. <v Host>One self-help member put it this way. <v Host>They were used to being told what to do at Gisholt and all of a sudden they weren't doing <v Host>the things they were used to. Some of them couldn't make the switch. <v Host>The main function of the self-help organization was to help the men find work. <v Host>But there was also a social function that developed Jim Murgon. <v Jim Murgon>What we wanted to accomplish was to provide uh more <v Jim Murgon>resources for the people to help themselves. <v Jim Murgon>Basically, this was the whole theory behind it. <v Jim Murgon>If they didn't want to help themselves, uh there was nothing really we could do to push
<v Jim Murgon>them. The social aspect was something that we didn't really push. <v Jim Murgon>Uh it was something that was we thought kind of a byproduct or was something we were we <v Jim Murgon>were aiming at accomplishing, but we wanted to do it without telling them that you're <v Jim Murgon>doing this. It was something that we felt that would be good for them. <v Jim Murgon>But at the same time, it was not the reason that we were telling them that we were <v Jim Murgon>getting the group together. The uh important function was to be job <v Jim Murgon>seeking. The social interaction was something that we planned uh <v Jim Murgon>in advance. We figured that this would this would help them, but it was not something we <v Jim Murgon>were stressing. <v Different Speaker>I have a Gisholt wife,. <v Different Speaker>I get 91 percent <v Different Speaker>operating uh cell service does for a legal stenographer. <v Different Speaker>I get the captain back and then somebody picked up before I got there. <v Different Speaker>We all do that. <v Different Speaker>I know. ?Inaudible? <v Different Speaker> They know that? Yes, sure. <v Different Speaker>My my nephew in law worked for the state, so
<v Different Speaker>he informed the same ?Inaudible? <v Different Speaker>Newspaper of the NFL. <v Different Speaker>They ran. Let him run for 10 days, 2 weeks, 3 weeks. <v Different Speaker>You know, I count one on the very day period. <v Different Speaker>First, it appeared that ?inaudible? <v Different Speaker>Filler ads in the newspaper and nothing but filler. <v Jim Murgon>Everybody was in the same boat as they were uh most were unemployed. <v Jim Murgon>We encourage other people to come out and had jobs for the psychological effect on the <v Jim Murgon>men that had they hadn't been able to talk to anybody from guess old maybe for 4 <v Jim Murgon>or 5, 6 months. They had a lot of complaining to do to get off their chest and we <v Jim Murgon>just let them talk. <v Unemployed Speaker 3>As an old man, you know I had a goal the time I spent on this stupid job. <v Unemployed Speaker 3>Uh to Jim, I thank you for it. <v Unemployed Speaker 3>But it wasn't good for me. <v Different Speakers>Yes and no. <v Different Speakers>?inaudible? For many jobs out there. <v Different Speakers>Just started very many jobs around. <v Different Speaker>I busted my butt, but I wasn't the man for it.
<v Different Speaker>Well, I wasn't burned more, so I don't know why. <v Different Speaker>Put it on my back. So I stand up again. <v Different Speaker>Well, I'll tell you what came out. <v Different Speaker>Burns all over himself. I don't have 3 boxes of Band-Aids and I don't know how much burn <v Different Speaker>ointment. Every night, I would have to patch him up again. <v Jim Murgon>A good part of the attitude was an attitude of hope that wasn't there when they <v Jim Murgon>first started. A lot of them were just uh just <v Jim Murgon>very much lost. They had tried the 3 or 4 companies that they could think of. <v Jim Murgon>And uh were just sort of at the end of their rope. <v Jim Murgon>They didn't know where else to look uh and the the opposite also occurred. <v Jim Murgon>I think there were a number of them that withdrew even further. <v Jim Murgon>That became quite bitter about everything. <v Jim Murgon>And then there were a number that also <v Jim Murgon>uh kind of lost the idealism that they started with. <v Jim Murgon>They kind of thought, well, they felt initially <v Jim Murgon>that that they had a place and a purpose in life, that their their
<v Jim Murgon>work for all of these years had sort of earned them a certain spot in the community <v Jim Murgon>and that their their job was more or less their <v Jim Murgon>livelihood. Everything was involved around their job. <v Jim Murgon>And initially, when they found out that they couldn't get another job in the <v Jim Murgon>same line of work, it is very depressing. <v Jim Murgon>But after a while, they began to lower their lower their standards <v Jim Murgon>and switch their their fields around, become a little more <v Jim Murgon>open to new suggestions and other things that they had maybe thought of a long <v Jim Murgon>time ago, but never, ever tried. <v Jim Murgon>And these men were able to get jobs in other areas. <v Jim Murgon>In some cases, um they were able to find even better <v Jim Murgon>jobs than they had had before. <v Host>Approximately 27 men of the original 40 found new jobs within the first year. <v Host>The organization credits 11 of these placements to group contacts. <v Host>The other 15 jobs the organization attributes to interaction within the group
<v Host>and the sense of hope derived from findings and suggestions that were exchanged at weekly <v Host>meetings. Most of the men who participated in the Gisholt self-help <v Host>organization believe that to a large extent it was responsible for their success <v Host>in finding work. Some look to it as a vital social activity that encouraged <v Host>them and gave them somewhere to go, something to look forward to in a week that could be <v Host>filled with disappointment. <v Host>One man described a feeling of usefulness he got from being able to help some of the <v Host>other men. He said the self-help organization kept me busy. <v Host>He was still unemployed, but he had a job. <v Host>The organization had a certain amount of impact on the community. <v Host>Employers were called and interviewed and working relationships were established with <v Host>community agencies like the Society of Personnel, Administrators and the National <v Host>Alliance of Businessmen. <v Host>One association was developed with the City View Machine and Service Repair Company, <v Host>a small company formed by a few ex- Gisholt employees in the early summer of 1971.
<v Host>A City View salesman. <v Different Speaker>There is a certain amount of envy when you're talking to U.S. <v Different Speaker>Steel or you're talking to a garage mechanic. <v Different Speaker>There's at that green eyed monster that rears its ugly head when they see <v Different Speaker>that somebody committed their whole family, their whole bank account, savings <v Different Speaker>account. So I was trying to make a success out of a business. <v Different Speaker>Nobody is permitted to start on a shoestring. <v Different Speaker>That's the unwritten law. <v Different Speaker>And these fellows are violated that law. <v Different Speaker>Now that they've seen the building expand, they said, oh, they're no longer <v Different Speaker>on a shoestring. Now these fellows are making money. <v Different Speaker>They must have money in the bank. Now we can do ?inaudible?. <v Different Speaker>We did not get anyone from Madison to come in here and ask for our services. <v Different Speaker>They were sending stuff down to Chicago and Milwaukee for repair and paying 3 times <v Different Speaker>the amount that they would be charged from here because they did not believe that anybody <v Different Speaker>starting on a shoestring had any any rights to start a business.
<v Different Speaker>It's kind of a back alley type of psychology, <v Different Speaker>but it's true. Yeah, and it's a tremendous commitment by the <v Different Speaker>individual here. This is what attracted me to it. <v Different Speaker>I came down here primarily to wish you good luck in everything after we'd been on a trip <v Different Speaker>and I wanted to the fellows to know that I. <v Different Speaker>Well, I was just all in favor of it and I noticed that they <v Different Speaker>didn't have a man on the road. <v Different Speaker>They didn't have someone pushing the name City View. <v Different Speaker>And the fact that they can offer this <v Different Speaker>as soon I thought Gee this is a place for me. <v Host>The original idea for a machine tool service repair company was developed by 2 <v Host>Gisholt service engineers several years before Gisholt closed. <v Host>Both men had worked at Gisholt for over 15 years, and when Gisholt was shut down, <v Host>both of them were, in their own words, ready to go. <v Host>One man owned about 10 acres of land on the east side of Madison. <v Host>Part of which served as a small golf range.
<v Host>Between May and October 1971, the offices of the golf course became <v Host>a home base for City View. Howard Thurlow and Carmen Hellekson began to take orders <v Host>for machine repair work, processing them on the road. <v Host>It was the same kind of work they had done at Gisholt. <v Host>In October, a corporation was formed with 6 other former Gisholt workers. <v Host>Much of the initial work was done by these 8 men, virtually on a voluntary basis. <v Host>If they did service work on the road, they were reimbursed for expenses. <v Host>But for several months they received no pay. <v Host>In late fall 1971, the Gisholt Self-Help Organization and some of City View's <v Host>directors began to work together. <v Host>City View continued to grow faster than anticipated. <v Host>Carmen Hellekson and Howard Thurlow. <v Carmen Hellekson>Well, we just started out doing service work first and then we decided we <v Carmen Hellekson>had no way of getting parch. <v Carmen Hellekson>So we didn't know what to do and we didn't know whether to keep on or <v Carmen Hellekson>what else ?inaudible?
<v Carmen Hellekson>this building. So he says, let's incorporate. <v Carmen Hellekson>Well, if that's the way you want to do it, that's the way we'll do it. <v Carmen Hellekson>I don't know how we got a hold of Professor Schmidts or he got a hold of us or something <v Carmen Hellekson>and everything started to roll. <v Howard Thurlow>Like I say, we've gone from nothing uh to <v Howard Thurlow>uh we're all we're over about 400,000 dollars. <v Howard Thurlow>I would say that we'll do another uh we will do atleast by the end of the year <v Howard Thurlow>if things go the way they are and at least another quarter of a 1,000,000 dollars <v Howard Thurlow>worth of business, I say in 5 years now they will do at least <v Howard Thurlow>5,000,000 or more business. <v Howard Thurlow>Because it's moving really fast and growing so that I mean, I don't think we're going to <v Howard Thurlow>have any problems being that we don't sell any new equipment, <v Howard Thurlow>but we rebuild old equipment. <v Howard Thurlow>And the they're uh not the uh business right now. <v Howard Thurlow>I don't think that people are not buying new equipment, but they want to
<v Howard Thurlow>rebuild and have their old equipment uh brought up to <v Howard Thurlow>run like a manufactured when they were bought, you know, 85 years. <v Howard Thurlow>At Gisholt, there's thousands machines all over the world and <v Howard Thurlow>uh there's actually nobody to do the work uh I mean, as <v Howard Thurlow>good as we can do it with the experience that we have. <v Howard Thurlow>And right now, we have we took a figure of the number <v Howard Thurlow>of machines in the years that uh our people have right now. <v Howard Thurlow>And it came to 7 years in experience and all types, <v Howard Thurlow>of Gisholt machines. <v Carmen Hellekson>We um started getting this machinery <v Carmen Hellekson>and we got the first lay down in the basement of that house after <v Carmen Hellekson>and moved in here and started rebuilding that. <v Carmen Hellekson>Then, we rebuilt a couple more than <v Carmen Hellekson>uh 1 2 of our customers. <v Carmen Hellekson>And we just started picking up after that. <v Carmen Hellekson>First one thing then another.
<v Howard Thurlow>Lots of orders for parts we've got uh lots of uh we're working on the machines that we <v Howard Thurlow>have bought and we're reconditioning to resell. <v Howard Thurlow>We're getting your offers on those machines. <v Howard Thurlow>They are for sale at this time. <v Howard Thurlow>And there's more coming up, of course. <v Interviewer>Where are your orders coming from to repair machines? <v Howard Thurlow>Oh, they're coming as far as Boston, Oklahoma, <v Howard Thurlow>uh down South. Chattanooga, Atlanta, Georgia <v Howard Thurlow>and uh Milwaukee. Of course, some of the big factor, they're now starting to get a <v Howard Thurlow>contact to do the work for them. We have men down there right now working <v Howard Thurlow>so much ?Inaudible?. <v Host>To form the corporation, an initial 25 blocks of stock were sold to only <v Host>ex Gisholt employees. <v Host>Only ex Gisholt employees were hired. <v Host>Dr. Smith acquired surplus government machines on loan to City View in exchange for <v Host>repair and payment of freight charges. <v Host>Dr. Smith also helped city views directors receive wage subsidies through the government <v Host>for vocational education and retraining.
<v Host>Professor Osborne of the university provided capital to the corporation, enabling <v Host>it to build more workspace and to expand its functions. <v Host>More machines were repaired. More orders for servicing were received from old Gisholt <v Host>customers throughout the United States, and more men were hired. <v Host>In April, City View broke ground for shop space and a new office. <v Host>The organization's rapid progress attracted new customers and the praise of government <v Host>officials. The mayor of Madison, William Dich. <v Host>[applause] <v Mayor William Dich>Honor and George President ?inaudible? <v Mayor William Dich>All ladies and gentlemen, members of the board of directors. <v Mayor William Dich>This is magnificent. I think that this has meant as <v Mayor William Dich>much to me today as anything that I've seen happen in the last <v Mayor William Dich>three years in Madison. Think of the uh success story <v Mayor William Dich>that we have going right here with people who are facing adversity, <v Mayor William Dich>facing the shutdown of a lifetime career, decided <v Mayor William Dich>that they weren't gonna stand for it and they set out to build something anew,
<v Mayor William Dich>to build a new service that they will own and operate. <v Mayor William Dich>I can't tell you how impressed I am with the guts you showed <v Mayor William Dich>in deciding to do this. <v Mayor William Dich>I think it's an illustration of how people who believe in something <v Mayor William Dich>can move mountains. <v Mayor William Dich>I think it illustrates how, as an example, a good idea <v Mayor William Dich>with the faith on the part of others, a willingness to sell <v Mayor William Dich>your service, uh participation through the <v Mayor William Dich>extension uh of credit, recognition of uh the importance <v Mayor William Dich>of an enterprise like this to a city, participation by banks, people <v Mayor William Dich>who have vision able to make something go. <v Mayor William Dich>I think this entire city is in your debt because you've proven that <v Mayor William Dich>the American dream can happen. <v Mayor William Dich>You've proven that if you have the courage, if you have <v Mayor William Dich>the will, that you can accomplish great things.
<v Mayor William Dich>And so on behalf of your city, my hat is literally off <v Mayor William Dich>to you today. And I take great pleasure in congratulating you <v Mayor William Dich>and extending to you the best wishes of your city. <v Mayor William Dich>Thank you very much. [applause] <v Host>By April, City View employed 24 workers. <v Host>Today it employs 38. <v Host>Many of the workers hired by City View are men over 50. <v Host>They were hired because the directors estimated that the older men would have a harder <v Host>time finding work than the others. <v Host>And somewhat altruistically, City View made room for them. <v Host>But the older men were also the ones who had had long experience servicing Gisholt <v Host>machines, and their skills would be necessary to train the other workers. <v Host>Because, City View was succeeding almost in the shadow of the dead company. <v Host>And because it was employing some of Gisholt's former workers at job, similar to the ones <v Host>the men had had before. City View became a source of hope for its new employees <v Host>and for the men who were still unemployed. <v Host>Many came to City View looking for work.
<v Host>And the company in turn began to refer them to the mayor's office or other city agencies <v Host>where there might be job openings. <v Host>Sentimentally, City View became a tribute to Gisholt for some of the workers. <v Host>Gisholt was being reborn. <v Host>The men would talk about setting up the same coffee pot and of substituting a round of <v Host>golf for the traditional Euchre game they had played at Gisholt. <v Host>We'll have the same thing here that we had at Gisholt. <v Host>They would say, or this is a family just like we had at Gisholt. <v Host>The men knew each other, the kind of work they did at City View was work they had been <v Host>trained for it at Gisholt And there was a considerable amount of variety to the day's <v Host>work because the company was small and because at first 90 percent of <v Host>the workers were also stockholders. <v Host>There was a sense of cooperation. <v Host>The men referred to the equipment as our equipment, our lights, our company. <v Host>They tended to ignore their differences. <v Host>They would claim that if there was a problem, everyone worked it out. <v Host>If the men once took orders at Gisholt, they were now directly involved in decision <v Host>making. <v Different Speaker>In a way, we started this, that but also something new and we are all learning
<v Different Speaker>the game, you know, a game that nobody was in. <v Different Speaker>No. I mean, we're all learning and had respect because we all got to get involved <v Different Speaker>more than just plain workers to make it work. <v Different Speaker>So we just stick our heads together and come up with a solution. <v City View Worker>I would say now it's a lot tougher. <v City View Worker>I mean, there's more time and more it's harder work. <v City View Worker>Actually, I did at Gisholt because I didn't have any responsibilities, only go <v City View Worker>out when I was shipped out and did the job. <v City View Worker>And that was the responsibility of money and <v City View Worker>uh by other people in Gisholt themselves. <v City View Worker>Now the shoes on the other foot. Now it's my responsibility where the money comes from, <v City View Worker>where the money goes. <v City View Worker>And it's a lot tougher. <v Different Speaker>A lot of who have been here since the setup of the business. <v Different Speaker>And I really, truly think that a part of them has been put into it <v Different Speaker>and a part of them is going into everything that they're doing, whether it be setting up
<v Different Speaker>the machinery or establishing new jobs with other <v Different Speaker>people or no matter what a paradigm is going into it. <v Different Speaker>And I think this is um far more personal <v Different Speaker>than it was at the Gisholt uh because at the Gishol, I think most of <v Different Speaker>them, went in and punched in a time clock and they did such and such a job and that was <v Different Speaker>it. Where in here, granted, they're doing almost the same <v Different Speaker>thing, but they're putting a part of themselves into it because knowing that it's going <v Different Speaker>to further the whole business and they're a part of it, I feel real good about it. <v Different Speaker>This is my trade. <v Different Speaker>And uh there isn't any other uh shop like <v Different Speaker>this in Madison. There's there's job shops, but rebuilding. <v Different Speaker>This is the best job I've had since a year and a half, since I got laid off at Gisholt. So I like it real lot. <v Speaker>I think if you if you go out today and you talk to these fellows the way things <v Speaker>are going.
<v Speaker>Poverty, that's the best thing that ever happened. <v Speaker>Because if it wasn't if it wasn't happened uh we'd still be <v Speaker>working there and we would probably had no future except uh when you get <v Speaker>when you get tired and retire. <v Speaker>You'd be out and uh this way we have the satisfaction we started something and we have <v Speaker>it. We can show people that it can be done regardless of what happens <v Speaker>to anybody. I say any company regards who they are. <v Speaker>If you have the people there with a goal, they can turn around and do the same thing we <v Speaker>did. <v Host>The success of the self-help organization in placing over half its members and the <v Host>development of the City View Corporation are essentially the result of the industry and <v Host>ability of a few individuals. <v Host>The self-help organization would not have been able to offer support and incentive to ex <v Host>Gisholt workers without the persistence of a few members of the group. <v Host>City View would have developed more slowly than it did and would have provided fewer jobs <v Host>and smaller financial returns. <v Host>If its directors, Professor Smith and Professor Osborne, had not been aware
<v Host>of government wage subsidies or surplus machines that could be acquired on loan. <v Host>No one came to City View with information or substantial financial backing in its early <v Host>stages. Perhaps the same men who found jobs with a self-help organization <v Host>would have found them without the group's help. <v Host>Most of the men, however, feel that the self-help union was important at a time when no <v Host>one else seemed to care. <v Host>How effective is the self-help approach? <v Host>Should self-help groups be encouraged as a resource for terminated workers? <v Host>Should more federal funds go to locally based, independently run self-help groups? <v Host>Should the government integrate the self-help concept into state employment offices? <v Host>Small business loans can be made available to returning veterans should similar <v Host>loans be provided for an unemployed worker who wants to invest in a small company? <v Host>Should government or private agencies help sponsor small companies before they are on <v Host>firm financial footing? <v Host>If self-help works, does it work despite government? <v Host>Can government help somewhere along the way?
Series
Gisholt: Death of a Factory
Episode Number
No. 9
Episode
Unemployment, Part 2, Self Help: Does It Work?
Producing Organization
Wisconsin Public Radio
WHA (Radio station : Madison, Wis.)
Contributing Organization
The Walter J. Brown Media Archives & Peabody Awards Collection at the University of Georgia (Athens, Georgia)
AAPB ID
cpb-aacip-526-rf5k932d98
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Description
Episode Description
In this episode of the series, the effects of unemployment were shared once again through the viewpoints of the ex- Gisholt workers. However in this episode, the beginnings of the organization, City View, were discussed and how it helped unemployment in the city of Madison. The founders of City View, Carmen Hellekson and Howard Thurlow, talked about the resources they needed to start City View and how it started to turn in to something much bigger. We also hear from Mayor William Dich, who pays tribute to City View for reviving the labor market in Madison. The workers of City View share how the organization changed their life, gave them hope and purpose, and described what it was like to be able to work again.
Series Description
"When a major company in a community closes down, what questions are raised? GISHOLT: DEATH OF A FACTORY is a series of programs on termination and unemployment. The programs attempt to define what it is like for a worker, a company and a community when an industry closes down and to suggest various possible alternative ways to cope with the situation. The series examined more deeply varied aspects of termination and unemployment than the newspapers and television."--1973 Peabody Awards entry form.
Broadcast Date
1973
Created Date
1973
Asset type
Episode
Media type
Sound
Duration
00:29:08.112
Embed Code
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Credits
Producing Organization: Wisconsin Public Radio
Producing Organization: WHA (Radio station : Madison, Wis.)
AAPB Contributor Holdings
The Walter J. Brown Media Archives & Peabody Awards Collection at the University of Georgia
Identifier: cpb-aacip-ad58f62e33c (Filename)
Format: 1/4 inch audio tape
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Citations
Chicago: “Gisholt: Death of a Factory; No. 9; Unemployment, Part 2, Self Help: Does It Work?,” 1973, The Walter J. Brown Media Archives & Peabody Awards Collection at the University of Georgia, American Archive of Public Broadcasting (GBH and the Library of Congress), Boston, MA and Washington, DC, accessed June 28, 2022, http://americanarchive.org/catalog/cpb-aacip-526-rf5k932d98.
MLA: “Gisholt: Death of a Factory; No. 9; Unemployment, Part 2, Self Help: Does It Work?.” 1973. The Walter J. Brown Media Archives & Peabody Awards Collection at the University of Georgia, American Archive of Public Broadcasting (GBH and the Library of Congress), Boston, MA and Washington, DC. Web. June 28, 2022. <http://americanarchive.org/catalog/cpb-aacip-526-rf5k932d98>.
APA: Gisholt: Death of a Factory; No. 9; Unemployment, Part 2, Self Help: Does It Work?. Boston, MA: The Walter J. Brown Media Archives & Peabody Awards Collection at the University of Georgia, American Archive of Public Broadcasting (GBH and the Library of Congress), Boston, MA and Washington, DC. Retrieved from http://americanarchive.org/catalog/cpb-aacip-526-rf5k932d98