Thank you, Mr. Regan.
First of all, if marriages lasted 97% and 98% and had that record, I think most people would say that's very successful, and when we put this into context, for the disputes that we have and for all the agreements that we settle, we're doing a pretty good job.
To get over the hurdle of the last 3%, at least, we've got to put it in context. Management can have salaried employees and management can take care of the operation to make sure it's primed, should the strike or the lockout become settled, so that there's minimal time down when you want to return, and that's good; that makes a lot of sense. You want to keep the boilers going and you want to keep everything primed. That's essential to making sure you have a good working relationship when it ends.
I don't think it's as dour as maybe you think it is, but what's really important here is to put pressure on both sides to get to that table and make a settlement.
When workers don't have adequate income and the employer doesn't have adequate income, they sit back and they knock their head. In the example I gave you about Navistar, you know all the terrible times we went through when the replacement firm was hired to hire replacement workers and not one production vehicle was sent out the gate--but after the worker was run over, the sides got together and said, “What the hell have we done here?” That became the impetus for a settlement.
When sides get pulled apart—