"A Five-Year Record of a Student Union Leader in the Heart of Gangnam"

Reconstruction is not architecture, it is human politics.
"The Pitfalls and Success Manual of Reconstruction and Redevelopment" is a reportage and practical manual that vividly unfolds the entire process of conflict, negotiation, and communication experienced by the author as a union leader at a Gangnam redevelopment site where hundreds of billions of won are involved.
From the dark construction costs, to the tug-of-war with the emergency response committee, to the epic "work reports" shared with thousands of people every week—this book questions the essence of reconstruction and demonstrates the potential of citizen-participatory projects.
A rare record of success achieved through the combined efforts of the union and its members at a reconstruction site called Bokmajeon unfolds, along with the true story of people who are changing the city.

I was active in a civic group.
It was an organization that had nothing to do with reconstruction.
But it didn't hurt that I didn't know about reconstruction.
The other candidates had served as union directors or delegates, but they were all ignorant anyway, and the union members knew even less, so there was no one to find fault with them.
Among the people who asked me to run for union leader, there was no one who knew much about reconstruction.
Neither the people who recommended it knew, nor I, the person who received the recommendation, knew. People who didn't know each other got together and jumped into the reconstruction project.

--- p.29

On Sunday, I reported my work on the union website and cafe.
I briefly posted 22 items in the form of memos, including 10 tasks for the week, including negotiations on finishing materials, verification of construction costs, revision of articles of incorporation, and litigation, 9 scheduled tasks, and 3 answers to questions.
The reaction was unexpected.
There were hundreds of comments like, “My heart ached,” “I’m not used to this kind of communication, so it feels awkward,” “I feel like I’m going to cry,” and “My heart feels like it’s been torn apart.”
It was like that even though it wasn't a long article and there wasn't much progress on the issue.

--- p.32

The illusory duo of union members' avoidance of union work and the union's taboo on members' participation come together to create a dark shadow.
The dark side becomes a hotbed of conspiracy theories and a breeding ground for parasites.
So it's not a question of who is to blame.
It is not for the union members to blame the union leader, nor is it for the union leader to blame the emergency committee.
--- p.49

The delegates were close to the former union leader, so to them I was not just a rolling stone, but an enemy they had to defeat with a never-give-up spirit.
As soon as the discussion on the agenda began, a commotion arose and the meeting quickly became chaotic with uncontrollable shouting and swearing.
…some delegates hurled abuse at me, saying they would “kill you,” and there were so many violent actions that it was fortunate that no punches were exchanged, almost to the point of a physical fight.
Some delegates came up to the podium and glared at me as if they were going to kill me at any moment.
…there were delegates who were on my side or neutral, but I was so overwhelmed by their momentum that I couldn’t even breathe.

--- p.54

Sometimes fights break out, and once a fight breaks out, it's almost impossible to resolve.
They are not city thugs.
Even people who have played a part in society, such as professors, executives of large corporations, high-ranking public officials, and corporate representatives, are no exception.

--- p.65

In other words, even if the union leader and full-time workers do nothing, the union will run smoothly.
You can leave everything to the service companies and just stamp the seal.
A union leader asked for an incentive because he and his office manager had reduced labor costs by doing the work with just two people.
It's surprising that just the two of them did it.
Either he was a very capable person or he just left it to the construction company and service provider.
The incentive was rejected and the union leader was humiliated.

--- p.71

One of the important points in business management is document management such as official documents and meeting minutes.
Document management with the construction company is most important, and documents with the designer, supervisor, and other companies must also be managed well.
No verbal agreement is required.
It should be left in writing.
Even if we are smiling and getting along well now, we never know when or where a lawsuit might come from.
--- p.77

Reconstruction and redevelopment have many faces.
There is the face of an ordinary citizen with a simple desire to live in a new house, the face of a war of money raging among speculators, and the face of a corruption-tainted gambling house.
And there's also the face of a cannibal who eats people.

--- p.89

Each person's thoughts and circumstances are different.
Some people value speed, some value sophistication, and some value money.
People who value speed oppose changing the executive branch, saying that no matter how many problems there are in the executive branch, changing the construction company will only waste time.
People who value luxury want to specialize more even if it means paying more, and they argue that this will also lead to higher housing prices.
I believe that if you invest 10 million won, it will increase to 100 million won.
People who are not well off are opposed to spending money on specialization.
I would rather get cash back than invest in an apartment.
It's white and white.
As a result, it is difficult for the group to maintain a coordinated formation.

--- p.106

As with all negotiations, reconstruction and redevelopment require both moderates and hardliners.
There can be no one of the two, and the power cannot be excessively concentrated on one side.
However, the moderates' position in the union is narrow.
There are many union members who prefer a strong approach because their sense of victimization towards the construction company and their confidence in their own limits create a synergistic effect.
Moderates are easily branded as people who have taken money from construction companies and as gray elements.
But if hardliners gain power, the game could be shattered.
It is hardliners who make things happen, but it is also hardliners who ruin things.
We need to strike a good balance between moderates and hardliners.
The chemistry between the two is also important.
There may be tension and dissatisfaction between each other, but we must understand and move forward with a division of roles.
--- p.113

After comparing and reviewing several contracts, it seems that 5% of the construction cost can be affected by how the contract is written.
If the construction cost is 1 trillion won, 50 billion won can be saved or wasted.
Even though the construction company was the same, there were cases where the contracts between the two groups were so different that it seemed as if they were contracts with different construction companies.

--- p.114

There are two reasons why reconstruction and redevelopment go wrong.
When the union leaves it to the company and neglects it, and when amateur unions and union members interfere indiscriminately without any principles.
I don't know, but the latter's harm is also considerable.
If the person who intervenes indiscriminately has influence over the union members or is an executive or delegate, it is not easy to block them.

--- p.132

Reconstruction and redevelopment are three-ball juggling.
The three balls are procedure, fairness, and business.
If you drop the ball of procedure on the floor, you will be held legally responsible.
If you drop the ball on business, you'll get criticized.
Equity is both.
You will be held legally responsible or be cursed.
--- p.214

Whether to prioritize profit or reality is also an important criterion for judgment.
There are things that must be given up even if they are advantageous to the union, and things that must be accepted even if they are disadvantageous to the union.
We must first consider reality and then find the best way.
Depending on whether this order is reversed or not, we can determine whether it is a non-mainstream or a sound alternative force.
Union members must be cool-headed realists.

--- p.249

The explosive growth of apartments in our country began in the early 1990s.
The first new town caught fire.
There are many apartments that are over 30 years old.
Parking lots and rust are also problems, as are leaks and insulation, and the lack of earthquake-resistant design.
The landscaping is poor and there is no community.
Quality of life is reduced.
Like it or not, we will have to continue to rebuild and redevelop.
There is more reconstruction and redevelopment waiting than ever before.
Someone has to be a union member, and someone has to be the union leader.

--- p.312