Transcript
Lindsey Graham (0:00)
Hey, history buffs. If you can't get enough of the captivating stories we uncover on American Historytellers, you'll love the exclusive experience of Wondry. Dive even deeper into the past with ad free episodes, early access to new seasons, and bonus content that brings history to life like never before. Join Wondery in the Wondery app or on Apple Podcasts and embark on an unparalleled journey through America's most pivotal moments. Wonder Imagine it's early morning in November 1904, and you're walking through a Chicago meatpacking plant. You try to ignore the sour, metallic stench that clings to the back of your throat. You're a writer collecting research for a novel on the struggles of immigrant workers in the city's stockyards, slaughterhouses, and packing planes. And today you're undercover, clutching a lunch pail by your side, hoping that it'll help you blend in with the workers filing in for the day shift. You approach one worker sweeping scraps of raw sinew and fat into a rusted metal bucket. His hands are red and cracked from the cold, and his sweeping leaves a bloodied trail across the sawdust covered floor. Give him a nod. Hey, good morning. He looks up sharply, his expression drawn and wary. Morning. What you doing there? You new here? I'm collecting yesterday's scraps. Oh, doesn't the late shift do cleanup? This ain't cleaning. This is for canned meat. You glance at the bloody, stringing mess in his bucket. Your stomach churns. Those are floor scraps. Oh, you really are new. Look, the bosses don't let anything go to waste. Moldy meat. Douse it with borax and grind it into sausage. Spoiled hams. We'll dip them in chemicals to mask the smell. Every bit, every piece, every rant. A drop of the stuff is gonna get used. He goes back to his sweeping as you feel a growing revulsion. So you're sweeping all of this up for food? For human consumption? How can you stand it? What else can I do? My wife is sick. We have a son to take care of, a new baby on the way. Our landlord is raising the rent next month. I stand it because I have to. Here's a hint. Try to breathe through your mouth. Don't get on the wrong side of the bosses. The worker throws a glance over your shoulder and you follow his gaze to see a stout man walking towards you with his hand stuff in his pockets. You recognize him as one of the bosses, so you hurry off and disappear into the crowd of workers pressing in from the street you swallow hard trying to stifle the sick feeling in your gut. This is industry at its most gruesome and you're intent on exposing the truth. What's the greatest innovation in history? Is it the steam engine? The semiconductor? The Internet? The wheel? Let me suggest another hands free Skechers slip ins because, and I know this is true, you secretly hate your shoes. Lacing them up, tying that knot, bending over to wrench your foot in. Forget all of that. Hands free Skechers slip ins revolutionize how you put on and take off your shoes. Just step in and they're on. You never even have to touch them. It's like they have an invisible built in shoe horn so your foot slides in comf and secure. Experience Skechers slip ins at a Skechers store skechers.com history or wherever stylish footwear is sold and use code history for 20% off site wide. That's Skechers.com history code history for 20% off standard exclusions apply. American Historytellers is sponsored by a Truby. Lately you may have been hearing about a serious but rare heart condition called attr Cardiac Amyloidosis, or attrcm. Because symptoms can be similar to other heart conditions, it may take time to be diagnosed, but learning more about ATRCM and a treatment called Atruby, also called Acharamatis, could be important for you or a loved one. Atruby is a prescription medicine used to treat adults with ATTR CM to reduce death and hospitalization due to heart issues. In one study, people taking Auby saw an impact on their health related quality of life and 50% fewer hospitalizations due to heart issues than people who didn't. Take Auby, giving you more chances to do what you love with who you love. Tell your doctor if you're pregnant, plan to become pregnant, or are breastfeeding, and about the medications you take. The most common side effects were mild and included diarrhea and abdominal pain. If you have attrcm, talk to your cardiologist about a Truby or visit attruby.com that's a T T R U B Y.com to learn more from Wondery. I'm Lindsey Graham and This is American Historytellers. Our history in the fall of 1904, a 26 year old writer named Upton Sinclair went undercover to investigate working conditions in Chicago's meatpacking district. He depicted the horrors he witnessed in a searing novel called the Jungle that shocked the nation and spurred Congress to action. Sinclair was part of a new breed of investigative journalists and writers known as muckrakers. These men and women spoke truth to power to expose the cracks beneath the surface of the industrial age, covering exploitation, corruption and corporate malfeasance that galvanized public support for progressive reform. But they also clashed with President Theodore Roosevelt, who wrestled with his own plans to build a more just society. In the fall of 1902, he was weighing a decision that would shatter precedent and forever change the relationship between government and labor. This is episode two, the Muckrakers. In October 1902, a labor strike paralyzing the Pennsylvania coal fields entered its fifth month. And as a result, coal prices were soaring. President Theodore Roosevelt feared the high cost of fuel could spark riots in the streets and wanted to take action. But his attorney general warned him that he had no authority to intervene. Still, Roosevelt decided that he could no longer sit back. Hoping to break the deadlock, he made an unprecedented decision to summon mine owners and union officials to Washington, D.C. for a meeting. Never before had the federal government played the role of peacemaker during a strike. Though Roosevelt's predecessors had previously used force to end labor disputes, President Rutherford B. Hayes had summoned federal troops to put down a national railroad strike in 1877, and President Grover Cleveland had sent troops to Chicago to break the pullman strike in 1894. Roosevelt himself had deployed troops against striking workers during his time as governor of New York. But as the labor strike in Pennsylvania dragged on into the late fall of 1902, it wasn't violence among the workers he was worried about. Roosevelt feared what would happen in the crowded cities along the east coast if Americans there were forced to endure a winter without fuel. It was his moral duty to broker a peaceful solution to avoid such a calamity. Imagine it's October 3, 1902, in an office across from the White house in Washington, D.C. you are the President of the United Mine Workers, and you're seated at a long oak table across from seven operators of the Pennsylvania anthracite coal mines. President Roosevelt sits at the head of the table and nods at you to begin. So you clear your throat and try to control your nerves. You know, this could be your one and only shot to come to an agreement and get the miners you represent a fair deal, Mr. President. First, I'd like to thank you for bringing us together. I think we can all agree on the gravity of the situation. And I hope you know that I came here in good faith, ready to seek a fair solution. So I propose that we form a committee to settle this dispute. It would include representatives of the miners, the. The owners, and a neutral party. And I can promise the miners will abide by any decision this committee reaches. You have my word. The mine operator directly facing you, a man named John Markle, makes a show of leaning back in his chair and shaking his head. Oh, a committee. Absolutely not. Do you expect us to negotiate with outlaws and anarchists? Mr. President, I don't even know why we're here. There's nothing to discuss. These striking miners have turned to violence and they should be dealt with accordingly. As you know, 21 people have already been murdered. The President looks at you for a response. Sir. That is nonsense. If such a baseless charge could be proven, I would resign my position at once. Yes, there has been some lawlessness, but much of it was provoked by the criminal thugs hired to guard the mines. No, no. The truth is you've lost control of your people. If you had any sense, you tell them just to go back to work. Mr. President, we have no interest in wasting time negotiating with instigators of violence. And frankly, sir, you should have deployed troops long ago to force the miners back to work. I ask you today to perform the duties invested in you as President of the United States. Use the strong arm of the military and crush this anarchy. You see Roosevelt's hands tighten on the arms of his chair. The mine owners may have just pushed their case too far. So you decide to seize the opportunity? Mr. President, I think you can see what we've been dealing with, why so many of my fellow workers feel driven to extreme measures. These men across from me at the table today have no interest in peaceable negotiations, just dictating orders. They'll even dare to lecture the President on what you should or should not do. Roosevelt's eyes cut angrily to the mine owners, and he barks gruffly that the meeting is adjourned. Disappointment and disgust colors Roosevelt's face as the mine operators rise from the table. Even you never expected the coal barons to be so brazen in their intransigence to rebuke the President of the United States. But if anything, their arrogance has only hardened your resolve. Roosevelt's historic meeting between mine operators and union representatives ended in failure when the operators stubbornly refused to negotiate. Roosevelt wrote that labor leader Mitchell behaved with great dignity and moderation. The operators, on the contrary, showed extraordinary stupidity and bad temper. He found the leading operator's conduct so offensive that he admitted, if it wasn't for the high office I hold, I would have taken him by the seat of the breeches and the nape of the neck and chucked him out the window. But with negotiations at an impasse, the strike dragged on and the Pennsylvania governor ordered the entire National Guard into the region in an attempt to keep the peace. And with coal shortages forcing schools and factories to close, Roosevelt faced mounting public pressure to seize control of the mines. He arranged for the Pennsylvania governor to request army assistance and then ordered a general to stand by and await orders. At Roosevelt's signal, he was to take control of the mines and run them in the public interest. But Roosevelt had one last move to make before taking such drastic action, and it involved the most powerful man in American finance. On October 11, 1902, Roosevelt hurried to New York with his Secretary of War, Elihu Root, a former corporate lawyer and friend of Wall street titan J.P. morgan. The two men met with Morgan on his yacht on the Hudson River. It was an unlikely meeting of the mines. For the past several months, Roosevelt had been battling to break up Morgan's railroad trusts in the courts. But he believed that the banker had the power to bring the mine operators to the table. And despite Roosevelt's assault on his railroad monopoly, Morgan agreed to help. He had his own fears about the potential chaos of a winter without fuel, and he worried that growing public resentment of the coal industry might spread to industries under his portfolio. So during a five hour meeting, Roosevelt, Root and Morgan came up with a plan to end the strike while allowing the coal operators to maintain the fiction that they were not negotiating with organized labor. The trio planned to propose that the miners return to work immediately while an independent commission investigated conditions in the mines and claims of worker mistreatment. The idea of an independent commission was virtually the same proposal that United Mine Workers President John Mitchell suggested. But now it was coming from JP Morgan. And under this proposal, the coal operators and their employees would each present their sides independently to the commission. This way, the mine operators would not have to talk to the union directly, but they would appear open to hearing their workers out. Soon after this meeting, Morgan took the proposal to the mine operators. His influence in banking and his position on the boards of several railroads gave him leverage with the coal companies, which he used to pressure them into accepting the deal. By this point, with public hostility to the coal industry mounting, the operators cared more about the appearance of compromise than the substance of the compromise itself. But they had one caveat. They wanted the commission to include five A military engineer, a mining engineer, a judge, an expert in the coal business, and a so called eminent sociologist. But no union men. When this proposal was presented to union leader John Mitchell, he objected to this exclusion and demanded that Roosevelt expand the commission to include a labor representative. When the operators refused, an idea dawned on Roosevelt. He suggested appointing the head of the railway conductors union, not as a representative of the union, but as the eminent sociologist. To Roosevelt's amazement, the mine operators agreed to the appointment. They were ready to arbitrate, and in the end, they were less worried about the makeup of the commission than they were about not being seen as giving in to organized labor. So they were willing to accept a union man on the commission as long as he went by a different title. In his autobiography, Roosevelt reflected, I at last grasped the fact that the mighty brains of these captains of industry would rather have anarchy than tweedledum, but that if I would use the word tweedledee, they would hail it as meaning peace. To my intense relief, this utter absurdity was received with delight. With both parties finally in agreement, the miners went back to work. After 163 days, the strike was finally over, and the newly created commission began its investigations. In March 1903, they announced their decision. The miners workday would be reduced from 10 to nine hours, and the owners would grant the miners a 10% increase in wages. The owners agreed to implement these changes, but still refused to recognize the legitimacy of the union. But the miners still declared victory, and the strike represented a turning point for organized labor. And Roosevelt had set a new precedent for federal intervention in labor disputes. Rather than use troops to crush a strike, he had intervened to bring about a peaceful settlement. And he believed that he had treated both sides fairly, prioritizing the public interest above all else. This approach fit in with what he called his square deal. He later explained, when I say I believe in a square deal, I do not mean to give every man the best hand. All I mean is that there shall be no crookedness in the dealing. During his presidency, Roosevelt applied this principle of fairness to regulating corporations, protecting consumers, and conserving natural resources. And it was Roosevelt's lifelong love of the outdoors that shaped his passion for protecting America's wilderness. As a young man, he had lived in the west and witnessed the damage caused by the wasteful slaughter of the buffalo and the overgrazing of frontier grasslands. By the time he became president in 1901, only a quarter of America's virgin forests remained standing. So to protect the remaining forests, Roosevelt set aside 125 million acres as federal reserves, the three times more than his three predecessors combined. He also protected millions of acres of coal deposits and water resources. In 1902, he pushed Congress to pass a federal Law funding irrigation projects in the West. He would ultimately establish 150 national forests, five national parks, and several bird and game reserves, protecting some 230 million acres of public land. And over the course of his first term, Roosevelt advanced his conservationist agenda by using what he called the bully pulpit, the power of his platform to rally public support and push Congress to enact reform. But with the 1904 election on the horizon, Roosevelt slowed his domestic reform efforts in the hope of avoiding controversy. Though foreign policy was a different matter. There he made one of his most audacious moves. Americans had long dreamed of building a canal in Panama to allow merchant ships to easily pass between the Atlantic and Pacific oceans. A canal would also make it easier for the US Navy to defend new colonial possessions, including Hawaii or Puerto Rico and the Philippines. But the nation of Colombia hesitated over signing a treaty to give the US control over its Panamanian territory. So in November 1903, Roosevelt took aggressive action to back Panama's revolution against Colombia. He sent US Gunboats to Panama to prevent Colombia from landing troops. Panama quickly won its independence and Roosevelt secured a treaty granting the US a 10 mile wide strip of land to build a canal. His combination of shrewd diplomacy and aggressive military action exemplified his theory of foreign relations. Speak softly and carry a big stick. Industry leaders and conservative Republicans supported the US Gaining control over the Canal Zone. But Roosevelt's actions divided progressives. Some saw this act of imperialism as a betrayal of American ideals and an unnecessary distraction from domestic reform. But many progressives, including Roosevelt, saw no difference between government interventions at home and abroad. They viewed imperialism as an opportunity to bring stability and progress to the world. Progressive US Senator Albert Beveridge summarized this way of thinking on the floor of the Congress when he declared, God has made us the master organizers of the world to establish systems where chaos reigns. We are trustees of the world's progress, guardians of its righteous peace. As for Roosevelt, wielding a big stick abroad fit in with his idea of spirit. Strong presidential leadership. In his mind, the president could take any action not explicitly forbidden by the Constitution. But the White House was not the only theater for progressive reform. In the early 1900s, the president and Congress faced growing pressure from the press as a new wave of journalists stepped into the shadows of big business and industry, determined to expose the corporate greed and social injustice that fueled American prosperity. Why are there ridges on Reese's peanut butter cups? Probably so they never slip from her hands. Could you imagine? I'd lose it. Luckily, Reese has thought about that. Wonder what else they think about? Probably chocolate and peanut butter.
