The recent Boeing strike didn’t just make headlines for its powerful
stand on wages and working conditions—it offered a model for how rank-and-file
workers can take control, making union action more effective, democratic, and
responsive to members. In contrast, public sector unions, especially teacher
unions, have often struggled with stagnant leadership that, while well-meaning,
may be slow to respond to evolving challenges. For teachers, opposition groups
within unions—dedicated factions that actively push for more aggressive action
and accountability from leadership—are increasingly essential. If teachers want
unions that truly serve their needs, it’s time to strengthen these internal
movements and take inspiration from Boeing’s rank-and-file approach.
The Boeing strike succeeded largely because of the power wielded by Boeing’s rank-and-file members, who pressed for more aggressive bargaining and refused to settle for weak compromises. The strike was ultimately driven by the workers themselves, not by distant union executives. This rank-and-file-driven power forced Boeing’s hand and made their demands impossible to ignore.
In the teaching profession, similar rank-and-file power often comes from opposition groups within unions. These groups push back against complacency, demanding real progress on issues like wages, classroom conditions, and respect for educators. By empowering these opposition factions, teachers can ensure that union leadership doesn’t become overly bureaucratic or lose touch with the realities teachers face daily. Without this internal push, teacher unions risk stagnating, stuck in cycles of weak contracts and timid negotiations that serve neither educators nor their students.
One of the reasons Boeing workers found success was because they refused to settle for less, even when it meant extending their strike and facing considerable financial pressure. For teachers, weak union contracts often result from leadership that may be hesitant to disrupt the status quo, opting for safer, more palatable agreements rather than fighting for meaningful change. Opposition groups within teacher unions play a critical role here by demanding accountability from leadership and insisting that members deserve better than incremental gains.
Opposition factions have already demonstrated their impact in recent years. In cities like Chicago and Los Angeles, grassroots-led movements within teacher unions challenged complacent leadership and mobilized members for stronger action. These factions pushed for contracts that addressed classroom conditions, school funding, and community support—issues that are often sidelined in favor of quicker, “safer” negotiations. The power of these groups shows that real change comes not from the top but from a strong, organized base that holds leaders accountable.
A key factor in the Boeing strike was the workers’ resistance to Boeing’s corporate power and influence over politics. This challenge to corporate control is equally relevant for teachers, who face well-funded lobbying efforts by privatization advocates, charter school networks, and those aiming to erode public education.
Opposition groups in teacher unions bring a fresh approach to this fight, often pushing leadership to adopt more aggressive stances against privatization and anti-union political agendas. They’re essential for countering the “reform” movements that aim to weaken unions and strip teachers of their rights. By standing firm against these influences, opposition factions can ensure that unions don’t become mere bureaucratic bodies but remain vibrant, fighting forces that prioritize public education over private profit.
One of the strategies that helped Boeing workers succeed was their ability to frame their demands as part of a broader struggle for dignity and corporate accountability—gaining public support in the process. Teachers’ opposition groups within unions have similarly worked to align their demands with the needs of their communities, framing issues like class sizes, school funding, and teacher pay as crucial to student success. This connection builds alliances with parents, students, and community organizations, creating a coalition that’s harder for school boards and politicians to ignore.
Where traditional union leadership may be cautious in pushing for community involvement, opposition groups have been the ones to lead the charge, highlighting the importance of classroom conditions and adequate funding. These groups understand that the struggles of teachers are tied to the quality of public education overall, making them more willing to engage in bold action and coalition-building that includes the communities they serve.
In the Boeing strike, the strength of the rank and file ensured that union leadership stayed in line with the members’ demands. Within teacher unions, opposition groups serve this role, holding leadership accountable and pushing back against any signs of compromise or stagnation. Without these internal movements, union leaders can become insulated from the day-to-day challenges facing teachers, prioritizing safe but weak agreements over the bold demands that members need.
Opposition groups are the mechanism through which teachers’ voices are amplified, and they make it clear that union leadership works for them, not the other way around. By challenging leadership to be more responsive and transparent, opposition groups ensure that union priorities align with the needs of teachers, not with preserving bureaucratic stability.
The Boeing strike demonstrated what’s possible when workers take control of their unions and demand real change. For teachers and public sector workers, the power of internal opposition groups offers a similar path forward. These groups are not divisive; rather, they are essential for fostering vibrant, responsive unions that can fight effectively for the rights of their members and the quality of public education.
Without the pressure from opposition groups, teacher unions risk becoming slow-moving organizations that settle for “good enough” contracts and shy away from hard battles. But with strong internal movements that challenge leadership, teacher unions can become true engines of change. In an era when labor rights and public education are increasingly under attack, building this kind of internal strength isn’t just beneficial—it’s necessary. As Boeing’s workers have shown, only a unified, empowered rank and file can win the gains that truly matter. For teachers, the message is clear: real change begins from within.
