We talked about the “blitz,” which was key to our model of organizing. As groundwork we needed to build a list of all your coworkers: their names and shifts and departments and phone numbers and, most importantly, home addresses, Manuel explained. We would build a map of when they worked and where they lived, and then many organizers from UNITE’s staff and workers from union laundries in California and Las Vegas and Chicago and New York, who had been trained in this kind of organizing, would come to Phoenix, and we would visit everyone—all 220 or so of your coworkers—over the course of a single weekend. That was our best shot, because even though your factory operated 24/7, most of the supervisors and the main manager and the HR representative were away from the factory from Friday evening until Monday morning. And though they would certainly get word of our organizing from the first house calls on Friday evening—because someone would call their supervisor, out of fear or to curry favor, and the supervisor would call the general manager, who would call the corporate contact he and the other managers of Sodexho’s more than thirteen thousand worksites had been trained to call at the first whiff of a union—they might not be able to react in a concerted way during that slim stretch of time. In this way, your coworkers could decide whether or not they wanted to form a union in a space, however momentary, that was free from the company’s intimidation.