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This article draws on data from the 2004-2005 and 2010-2011 REPONSE surveys into professional relations and branch-level bargaining, as well s full-length studies of fifteen French businesses that display a range of labor-management relationships. Its initial hypothesis is based on an observation that may seem paradoxical: Social dialogue within the companies increased in times of economic crisis. It explores the meaning and scope of the increase, which arose in part as a result of developments in so-called “administered” bargaining, analyzing the process by which employment relationship regulations are currently undergoing reconfiguration. It demonstrates how the increased difficulty in opening up employment matters for debate in times of economic crisis leads to a partial repositioning and increasing investment in issues surrounding working conditions. This contrasts with the commitment to training, which, though standard, is rarely considered strategically.