In the 1950s the men and women who had engaged in the strike became less concerned about employment conditions on stations and focused instead on establishing themselves as a socially and economically independent community. They engaged principally and most successfully in mining, but also in seed collection and dry-shelling. For a time, they enjoyed remarkable financial success and prosperity, and at other times they endured hardship and poverty. Their relationship with government also fluctuated, from good-will and cooperation in some years, to opposition and conflict in others. At one point, 700 people, most of the Aboriginal population of the region, were involved in the movement; at other times numbers dropped below 200. What they achieved throughout these shifts in fortune was the right to exist and make decisions as a group, to have their authority as a group respected by others, to select their own leaders and representatives, and to live their lives with dignity and in accordance with Aboriginal cultural beliefs.

Mining

The mining cooperative began in the later months of 1949 when some of the strikers began prospecting with Don McLeod. His knowledge of minerals and markets, together with the extensive knowledge of country and highly-developed powers of observation of the Aboriginal prospectors, were to be a recipe for the success of this venture. The group made significant and valuable discoveries of columbite and wolfram, which were extracted using hand tools and separated with the use of the yandy. Their success attracted increasing numbers of people to the community in the early 1950s. No-one received wages, but profits were used to buy food, clothing and equipment, and purchase and run vehicles.

Autonomy

Organisational structures that had been established during the strike were developed, adjusted and refined during the early 1950s. Aboriginal law and social and cultural practices formed the basic framework, but new structures were developed within this framework to meet the needs of a mining company. It was an organisation that had to work as an economic enterprise but also satisfy the social and cultural needs of its members. The group adopted democratic principles, with decisions made through discussion and consensus. New structures were trialled and adopted or rejected. Violence was outlawed, and an alternative system of dispute resolution was established. The principal leader of the group at this time was Ernie Mitchell.

Financial Collapse

Although the group made large profits in the early 1950s, earning about £50,000 in 1951 (equivalent to $2 million today), its company, NODOM, was facing bankruptcy by the end of 1953. By the second half of 1954 the group was facing starvation. McLeod shifted to Perth, engaging in legal disputes over NODOM’s assets and attempting to raise funds. In early 1955 Mitchell applied to the Department of Native Welfare (as the Department of Native Affairs was now called) for urgent assistance. In response and on the understanding that McLeod was no longer involved, the Commissioner for Native Welfare, Stanley Guise Middleton, established the Pilbara Native Society to replace NODOM, with arrangements for local departmental officers to market minerals for the group.

Pindan

The group’s decision to have their business affairs managed by McLeod rather than the Department of Native Welfare led to the formation of Pindan Pty Ltd. Mitchell, as shareholder and one of Pindan’s Directors, retained leadership of the group. In 1956 and 1957 Pindan shifted away from mining to pearl-shelling and seed gathering along the Pilbara coast.

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