Restructurings represent events that emphasize the duality of the relationship between employers and workers. They often appear as confrontational processes resulting in a loser-winner game. Nevertheless, one can argue that respecting the interests of the various stakeholders affected by restructuring processes is required in both a normative and an instrumental perspective as the adherence of the workers to the process appears to be a determinant condition of its economic and social success. This paper aims at presenting four French restructuring operations that were managed in an acceptable way, according to the parties themselves. Based on semi-directive interviews, these case studies enlighten how Managers and Unionists accepted to
decide jointly about employment, which could be considered as a common good, and how this codetermination led to an active collaboration designed to ease workers’ job transitions. It is shown that this collaboration does not come from a hypothetical favourable attitude of the actors, but from the use of neutral information and the dexterous handling of the power struggle between the parties all over the process.