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 Hilary Wainwright reflects on an attempt by British workers to produce a democratically determined alternative plan for their industry.
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 Workers’ self-management is associated with times of social transformation. The state may chose to either restrict self-management or facilitate it so the conflict is institutionalised and contained.
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 Britain in the 1970s was a period of crisis and polarisation. Workplace closure led to resistance by workers, which defined the relations between capital and labour for subsequent decades.
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 The history of worker management of Barcelona's transit system during the revolution and civil war is an illustration of the ability of workers to directly manage the industries where they work.
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 In regard to workplace occupations, the decision relates to workers’ assessments of their situation and their expectations about whether this will bring useful leverage.
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