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Industrial disputes against restructuring projects are often intense. To understand the construction of these forms of resistance, we rely on life histories conducted with thirty-five union activists who led the struggle against restructuring projects. In a situation of high tension with important issues in terms of control by the activist, of duration of the mobilization, of potential differences on the aims of the struggle, but also of ways to reconcile personal and activist lives for the leader himself, it appears that open and hidden actions, collective and individual actions are articulated to organize resistance. This organization is based on the constitution of a network, on interaction devices with employees, and on a small team of confident persons. This raises finally the question of individual and contextual factors as they seem to favor the emergence of these resources. Adapted from the source document.