I think when people see something wrong and want to make a change, they're often wondering where to begin and what to even say. This is an example of how do it: I follow these patterns when I don't know what to say. I also gave advice and insights I've learned over the years at the bottom of the post.
About my credentials: I was able to build 1/6 of our union support and built the entire organizing committee on my own using this method in a 600 person union, and was generally seen as the face of the cause throughout the entire company. For those curious, I plan to get a tattoo of our union logo. I'm a union steward within the workplace and currently the chair of my local's organizing committee.
I'd be glad to answer any questions in the comments, happy May Day everyone!
You: hey, do you have a moment to talk? Could we have lunch together today?
Them: sure, I can do that.
You: ok great! Do you want to meet up at the elevator/break room/restaurant at 12?
Them: ok sounds good.
It's 12pm and they show up.
You: Hey thanks for meeting up! How are things going?
Them: not bad. I'm feeling a little tired considering the overtime they've been forcing on us to meet the deadline.
You: yea, it's been crazy. I haven't been able keep up with my normal hobbies because of it, it just feels like I'm going between work and bed. Have you been missing out on things?
Them: Yea, I have been. I had to miss a friend's birthday party last week.
You: that sucks! I've been talking to some coworkers and a lot of us feel like they're taking advantage of us. Have you heard from mutual friend/one of their friends/an individual/anyone about this?
Them: no I haven't. Have you?
You: no, I was just wondering. Have you thought about asking them to stop the OT?
Them: well of course I have, but I doubt it would make a difference.
You: yea, they'd probably ignore us if just you or I asked them to stop. But what do you think they'd do if we all said something?
Them: lol well then they'd probably have to listen to us!
You: absolutely! Like I mentioned, some of us were talking. We were thinking about giving a letter to our manager. Do you want to read it?
Them: sure.
You: ok great.
You show them the letter
You: so what do you think?
Them: it's interesting. Do you think it would work?
You: I don't know, but I hope it does. There's really only one way to find out, and it's to try. The worst they can say is no.
Them: well, I don't know. This could get us in trouble.
You: I thought so too, but I looked it up and found out that it would be illegal for them to punish us for doing this. I can send you the links if you want.
Them: oh really? I'd like to see those please.
You: sure, I'll send them to you.
Them: thanks. So let's say it's true, why would you come to me?
You: because your voice is important. I respect what you think, and I think that the company should actually listen to us when we have something to say. Don't you agree?
Them: yea I do. That's a good point.
You: so what do you think?
Them: it seems interesting. Maybe it's worth a shot.
You: do you want to sign the letter?
Them: I don't know, can I think about it? I want to look at those links first.
You: yea, absolutely. Do you want to meet up again on date and we can talk about it some more?
Them: sure.
As seen in this scenario, you need a cause to rally around on your way to building a union. Causes can come from anything. Perhaps you got in trouble for making a mistake and you suggested a change to avoid it from happening again, but it goes ignored. Maybe the company is sued for sexual harassment. It could be that they raised the quota. They might have cut the pay, raised the hours, or otherwise reduced the benefits. Things could be totally fine and there are no complaints, but you want to keep it that way. Layoffs are an incredibly powerful organizing tool. The options are endless. Be creative!
I'm focusing on on union organizing because that's my organizing experience, but this can be adapted to any kind of organizing.
I want to point out that by keeping the invite vague, you get the bonus of usually grabbing people's curiosity. The conversation is most effective in getting support when arranging to meet up in person, but you can totally adapt the scenario into asking them join zoom, take a call, or communicating any other way you can think of. You can deliver this invitation over company comms without raising suspicion by keeping it vague. In fact, using company comms was how I invited people most of the time. However if people ask what you want to talk about, keep it honest but as vague as possible. The invitation can and should be generalized to remain the same between coworkers, and then genuinely respond when you get an answer. Trust me, it will conserve a lot of precious effort for other tasks while working behind the scenes. Scheduled messages are your friend! DON'T USE THE COMPANY COMMS to actually have the conversation, if at all possible. Take the conversation off work comms as soon as possible and at all costs, but sometimes it can't be avoided. You can sweeten the offer to get off work comms with information gating, like "sorry I can't answer that question over slack, but I can explain it on a call/on signal/over text".
If they don't show up or follow through, it's ok to politely ask what happened. We're all adults, we should expect people to stick to their word. I recommend doing this in the same manner as the invitation, but do it however you see fit.
I'm writing this person as being a coworker friend or at least somewhat familiar with you, but don't be surprised if coworkers you don't really know open up to you in this age of isolation! Follow your coworker's lead! You can and should have some things prepared to talk about for the conversation, but if they bring something up then you should follow along. If they say they don't want to talk about it, drop it unless they bring it back up. You can and should influence the direction of the conversation via the invitation, but sometimes they want to talk about something else. Don't shut it down, because information from coworkers is literally priceless in the overall goal of forming a union. I actually prefer it when people cut to the chase or give a cold/one word response like 'fine', because it gives me more control of the conversation and can be focused more easily. When it happens don't feel awkward, just pivot with something like "so, I wanted to talk about this thing."
Honesty is the best policy, but use discretion. Don't reveal sensitive details or mention someone that wants to stay low profile. Asking about other coworkers also serves as a feeler; you could be trying to find out about that person's sympathies, the person you ask about could be anti-union, or they could be a fellow organizer.
A little flattery goes a long way!
When the meeting ends like in this scenario, make sure you follow up with them. Send reminders. At a minimum, double check that they're still available on the day of. While this conversation ended with someone on the fence about signing the letter, sometimes people will commit, and sometimes they volunteer for more than you anticipated. You should limit your calls to action to around 3 and stop as soon as they hesitate, otherwise people will feel like you're dumping a bunch of responsibilities onto them; note that this script had 2 calls to action. You should ask them in order of how much effort is involved: you started with a very simple ask of them to read something, and then you asked them to get informed about their rights while considering signing the letter. If they had committed to signing, then you could always invite them to your next meeting. When you give a call to action, you should be direct and ask a yes/no question. Leave no wiggle room for "maybe". Do not speak again until they give you an answer.