THE Wagner Act, which we now recognize as the basic cause of most labor-management controversy, was enacted as a measure to reduce industrial strife. Many of its provisions, particularly NLRB administrative procedures, were taken bodily from similar regulatory statutes. Although it was opposed vigorously by practically all employer groups, there was no doubt that a majority of the American electorate had accepted the basic principles of the right of labor to organize and bargain collectively.
That this bill would be so administered as to exceed the evil effects predicted by its severest critics came, I think, as a considerable surprise to most of us in Congress.
When I entered Congress in 1929, no member then serving could have predicted what the next twenty years were to bring forth in the field of labor-management relations. The nation was still enjoying a period of seemingly sound prosperity; the long depression of the '30's was still six months away.
The cause of labor was being advanced by what I have always