through several decades of uncertainty for unions. Specifically, conditions of the 1970s through the 1990s in the U.K. were particularly prone to hostile conditions for unions. Carter and Cooper state that British unions, like the "Trades Union Congress (TUC)" had to face "government hostility" and "job losses". In response to unfavorable conditions for unions, according to Carter and Cooper, the TUC tried implementing the "servicing" model, but it failed to provide measurable improvements in the labor movement or in "membership". According to Bob Carter, the "first major British union" to employ the organizing model was "Manufacturing, Science and Finance (MSF)", not necessarily the TUC. Bob Carter and Rae Cooper state that MSF was a combined union, which was formed from both the "Association of Scientific, Technical, Managerial, and Supervisory Staffs (ASTMS)" and the "Technical Advisory Staffs (TASS)." Bob Carter says that when ASTMS and TASS came together to form MSF, the merged organization more closely resembled ASTMS than TASS. According to Carter and Cooper, the history of the ASTMS showed that it was "...a much looser form of organization", while TASS was more "Communist." Carter states that MSF began implementing the "MSF policy Organising Works" in 1996. Carter makes the case that the MSF's implementation of the organizing model came after they tried "Reinforcement of a servicing culture...", which was, overall, not very successful. This is why they switched their strategy toward using the organizing model, rather than the servicing model. However, according to Carter, MSF had many problems arise in the wake of the model's adoption, such as the fact that "It was conceived and implemented from the top downwards... without wide discussion in the union." Carter sees this as a fundamental problem posed by the organizing model, and he thinks it must be overcome in order for it to be effective. Carter states that the same time period also saw the "launch of the TUC's New Unionism project in 1996." Both unions, MSF and the TUC, were implementing new policies of employing the organizing model in an attempt to revitalize the conditions of their unions. The 1990s in the U.K. were especially geared toward experimentation and reorientation of the labor market toward being influential again. Carter and Cooper question how successful the New Unionism Project was in facilitating growth and organizing for unions. Carter and Cooper suggest that one of the main problems with the New Unionism was