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After focusing on employment protection and the blocking of managerial decisions, the protests produced by firm restructuring have led to the emergence of bargaining practices which tend to link employee choice with company prospects. The objective of this paper is to see to what extent this development forms a decision-making process, beyond the confrontation between management and workers’ representatives, that is close to a form of “capability approach,” that connects individual freedom of choice to participation in collective decision-making, in terms of Amartya Sen’s perspective. It sees work as a “supply of capability” that converts the contractual involvement of the worker into a shared activity within the firm. As a form of reality-testing of the firm, restructuring appear as moments of explanation and evaluation of the shared activity and individual commitments on which it is based, as much in the context of processes of information-consultation with staff representatives as for the employees themselves. These lead to a linkage within the same debate between individual plans that envisage “voluntary departures,” and a view of the company as an entity in the making. In this, they form a process linking individual choices and the future of the company, and are the manifestation of the “political capacity” of employees and their representatives.