The 1960 strike came as a shock to Ibuka and the others. In their minds, Sony had been able to come as far as it had based on the enthusiasm and solidarity of the people who had built up the company. The  do or die attitude of the employees formed Sony's very foundation. Everyone from Ibuka on down had always united as one to realize whatever goal was before them --- this was the very definition of Sony at the time.
When Ibuka and the others established Sony, their only resources were their wisdom and their resolve. Sony had grown and prospered through a spirit of unity and cooperation that took root in their ideal of strength in solidarity and prompt execution. Yet now, when they had made it materially --- as seen by their impressive new plant --- it seemed as though they were about to be buried under an unexpected wave of discontent.
The year-end bonus strike was eventually settled. Soon into 1961, however, labor was notified that the existing labor accord was canceled. This fueled further discontent.
The spring labor offensive first took root in Japan in 1955. As it expanded, however, calls for simple wage increases were replaced with demands for institutional and policy changes, and the labor offensive became more oriented toward social issues. Around this time, many unions took in radical elements through their links with the leftists involved in the anti-security treaty conflicts. In this revolutionary environment, Sony's union also became increasingly antagonistic and discarded its former slogan: To prosper with Sony.
The unrest at Sony had begun the summer before, when the union tried to revise its manifesto. Dating from the union's establishment, the manifesto read, All union members share responsibility for the growth and development of the company. Elsewhere it stated, The union, which shall be managed autonomously, shall defend the workplace from destabilizing political activities. The company recognized the rights of the union as a representative of employees, and until then both sides had maintained a relationship based on trust that transcended labor-management distinctions. In the revised version, however, these provisions were deleted. Moreover, a clause allowing non-employees to join the union was to be included. This matter remained unreconciled despite drawn out negotiations. Under these circumstances, Sony could not sign a labor accord and decided to revoke the union agreement.
In March, a new Sony labor union was established by some 500 employees who had been skeptical about the old union's commitment to class struggle. Tensions continued to rise between labor and management. In April, when the annual spring wage talks began, Sony management had to deal with two groups, both the old and new unions.
During negotiations with the old union, a half-day strike was called abruptly. Red flags were raised on the company roof and the Denki Roren sent in propaganda trucks for agitation speeches. These events led up to the May 8 strike.
On that day, the main plant was already in an uproar by early morning. Seven busloads of workers arrived from the Atsugi plant as backup support. In addition, members from other unions and supporting groups were holding demonstration marches around the plant grounds. The plant was enveloped in a tumultuous atmosphere all day long.
Inside, Morita was negotiating with the Sony union and Denki Roren. Because of this, he and others were unable to attend the commemorative party at which Sony's founding members were unveiling Sony's progress to the general public.
Confrontations grew outside. Members of the old union had blocked the entrances to keep members of the new union from entering the plant to work. A few middle management officials suggested breaking through the barricades and bringing the new union members in.
Morita was opposed. No. I will not allow it. Both unions are made up of Sony employees. Union members or not, they represent Sony. We will not have employees fighting employees. And I will not let anyone get hurt.
Ultimately the hard-liners gave in to Morita's decision.
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