It’s not enough for workers to have a grievance in order for them to mobilise - they also need to have a clear sense of what actor is to blame for that grievance, and what they can do to force that actor to change what they’re doing. The muddying of managerial waters is one key way to prevent this transition from passivity to organisation. The human shields play a very effective role.
For instance, if you’re a worker and you get a last minute text asking you to cover a shift on a day off, your instinct is sod it, it’s my day off and I’m gonna play Fifa. In some situations you might be pressured by management bullying, the threat of reduced hours or how broke you are - but at my workplace that wasn’t how it worked. Instead, the thing that drove you to go into work was the sense of guilt that if you don’t do it your duty manager is gonna be working a staff shift, after having already done 40 hours this week. So you turn off Fifa and put on your trousers.
There is no solution to problems like these, until shop floor workers and low level supervisors overcome the false distinction between one another and begin recognising that one can turn into the other literally overnight. So if something is in the interests of shop floor workers it is more than likely in the interest of low-level supervisors and vice versa. The proletarianisation of management creates false divisions within the working class that need to be overcome through organisation.