28 participants, 9 languages: countless perspectives
Last week I had the pleasure of facilitating a training on communication and industrial relations for a very diverse group: 28 participants, 9 languages, and many different national perspectives around the table.
One simple question sparked one of the most engaging discussions of the day:
“What options do workers and employee representatives have in your country to put pressure when social dialogue becomes difficult?”
What followed was fascinating.
Participants shared the different steps, tools and strategies available in their countries, from dialogue and escalation procedures to collective actions, legal routes, media pressure, mobilisation of employees, and the role of trade unions or works councils.
It became very clear how these approaches are shaped not only by national legislation, but also by culture, history and industrial relations traditions. In some countries confrontation is seen as a natural part of the process, while in others consensus and relationship-building play a much bigger role.
The discussion created exactly what a strong European Works Council needs:
- curiosity instead of assumptions
- understanding instead of frustration
- awareness of different realities and constraints
- respect for different strengths and approaches
What I enjoyed most was seeing how quickly the group moved from “this is how we do it in my country” to genuine curiosity about each other’s realities and approaches.
Interpreters essential
A special appreciation also goes to the interpreters, who played a key role in making this exchange possible across 9 languages. Their work is often underestimated, while they are essential in creating real dialogue and inclusion in international groups.
Their feedback afterwards stayed with me: they noticed how actively participants engaged with each other throughout the different activities. For me, that was a meaningful reminder of how important good interpretation and active facilitation are in creating real dialogue.
For me, this is one of the most valuable aspects of EWC work: learning how different national experiences can become a collective strength. Sometimes a direct approach is effective; in other situations, a consensus-based approach is more valuable. A strong EWC understands these differences and can consciously choose the strategy that best fits the situation.
