Contents

I. Introduction .................................................................................................................................... 3
II. Communication .......................................................................................................................... 3
III. Aspiration points ........................................................................................................................ 4
IV. BATNA and ZOPA ..................................................................................................................... 4
V. Mediation ........................................................................................................................................ 5
VI. Conclusion.................................................................................................................................. 6
VII. Bibliography ............................................................................................................................... 7
 I. Introduction
On May 29, 2018, a motorist launched an online petition calling for lower fuel prices.
The petition was signed by over 1 million people and calls for a nationwide blockade followed
on the networks. Finally, on November 17, 2018, in every major city in France, people dressed
in yellow vests demonstrated by illegally blocking roundabouts or roads. The yellow vest
quickly became the symbol of this movement, illustrating unity, visibility and accessibility to
all, while being closely associated with cars.
As the months went by, the protests intensified, attracting more and more participants,
but also some thugs. The initial demands for higher fuel prices for 2019 remain at the forefront,
but new concerns are emerging, such as the lack of housing, the difficulties of pensioners, the
high prices of everyday life, a “smic” too low, wealth tax reform and the demand for
proportional legislative elections for fairer representation. A major criticism is directed at the
government, particularly Emmanuel Macron, accused of favoring the rich and imposing
excessive taxes on the poorer classes. Faced with this growing anger, negotiations began
between the government and representatives of the Gilets Jaunes.

II. Communication
The "yellow vests" movement, originally against the rise in fuel prices and the lack of
purchasing power, demonstrates a deep social discontent, which has lasted several months and
generated numerous costs for the state and negotiations with the unions. But how has Emmanuel
macron managed this crisis and what management style has he adopted?
At the start of the crisis, he adopted a more competitive management style, ignoring the
comments made on social networks and the few demonstrations and justifying, in particular,
the pension reforms or the increase in the price of oil linked to inflation. Having on several
occasions been condescending to certain French people during his travels, particularly when he
told a young person that all he had to do to get a job was cross the road, we can see that his
communication is not collaborative.
But on 17 November, the placards of the 283,000 demonstrators who gathered in 2,000
locations across the country read "Jupiter, come back down to earth", "Macron resign" and "Out
with Macron". Following the violence in the streets and the large gatherings, he completely
changed his communication style and management strategy, telling students that "dialogue" and
"explanation" were the only way to put an end to the demonstrations and blockades. This shows
that he is opening the door to potential collaboration between the two parties.
While the two parties failed to reach an agreement and the demonstrations continued
throughout France, the 10 December President Macron addressed the French people directly
for the first time in an address that was watched by 23 million people. After using the third
style, that of avoidance, he made concessions on his programme and used another style of
management in this style, that of compromise, the person asserted himself and cooperated, but
to different degrees.
He then declared a state of economic and social emergency, and announced a number
of measures: a €100 monthly increase in the income of minimum wage earners, cancellation of
the rise in the CSG for pensioners earning less than €2,000, and tax exemption for overtime.
He also called on companies to pay their employees an exceptional end-of-year bonus, which
would be tax-free for employees earning less than €3,600 a month.
After calming the protests, despite a few yellow waistcoats remaining in the streets,
Emmanuel Macron succeeded in getting everyone on his side.
 On 13 January, Emmanuel Macron posted on Twitter his letter to the French promised
in his 31 December greetings, setting out the conditions for the Grand Debate. The President
announced that he would "report directly" on this consultation, within a month of its end,
scheduled for 15 March. He proposes to answer a series of 35 questions. He also drew some
red lines, such as the return of the wealth tax, but opened the door to major reforms such as the
citizens' initiative referendum.
By listening to the French he uses a style of participative managment, which allows to
calm the trention and to lead the negotiations has well to have a return to calm by playing on
the emotioned.

III. Aspiration points

Firstly, we can highlight the difference between both parties’ aspiration points.
On the one hand, the Gilet Jaune’s aspirations were on multiple levels. They were
seeking a greater economic quality. The movement initially was about the economy, including
higher fuel taxes. They were discussing the injustice of this rise for lower-income individuals.
Policies that reduce the financial pressures on the working and middle classes may be a major
aspiration point for the Gilet Jaunes.
Secondly, the group was seeking more justice reforms. They were highlighting the
social inequalities in France concerning healthcare, education, and housing. By adjusting
social reforms, they were hoping to reduce inequalities between the working classes and the
rich.
Finally, one of the main aspiration points for the Gilet Jaunes concerned democratic
reforms. They were seeking in the citizens to have more power in the country’s politics. They
discussed not having enough power on the actions taken on them. They wished to have more
participation in decisions as well as possibly creating more citizen assemblies or referendums.
The French president Macron on the other hand and very different aspiration points we
can discuss.
The first one would be concerning to maintain fiscal responsibility and stability. He
discusses the fact he did not want to change a lot in order to reduce chaos as what the Gilet
Jaunes are seeking is very extreme and would entirely change the country’s dynamics.
Moreover, he highlighted structural reforms that would modernize the French
economy. He wanted the French economy to be more competitive, by for example changing
certain labor laws, pension systems and public services.

Finally, Macron’s most important aspiration point included social cohesion. He wanted
to restore peace in the country and limit the riots. As the opposite created fear for the French
population, it was important for him to limit the damage. His goal was to maintain stability in
the country.
As one would imagine, there were many concessions between both parties to find
common ground. It seemed impossible for one party to obtain their aspiration points as the
end of the negotiation.

IV. BATNA and ZOPA

In this specific case where a conflict situation with divergent and convergent interests
emerges, each party to the negotiation has its own claims. As these claims are not compatible
with each other, it is necessary for the various actors to find common ground through
negotiation. In order to avoid a losing situation, each party must define a BATNA (Best
Alternative To a Negotiated Agreement) in other words the minimum acceptable at the end of
the negotiations. This threshold of agreement would allow the government to have no more
blockage of the country and the French to benefit from more lenient conditions to improve their
standard of living.
Regarding the BATNA of the popular movement, the latter are clearly stated in their
claims that the blockage will continue until the government gives in. So they were waiting for
the SMIC at 1300 € and pensions at 1200 € minimum for example. However, if the positions
and conditions of the protest camp are fixed initially, they are less and less with time because
revolting costs time, money and energy, and that after several months the claims can be revised
downwards.
For President Macron, the BATNA lies above all in two intrinsically linked points, not
to deviate from his program which is his guideline of his policy and the one for which he was
elected and is supported. The other point is not to give in on aspects of his program to keep
credibility, legitimacy and authority.
Thus, the BATNA of both parties lead us to the discovery of a ZOPA (Zone of possible
agreement). This zone maps the extent of the common ground between the two parties, so that
each of them can find an agreement ending the conflict. Here the goal is not to fully satisfy one
of the parties, otherwise there will be no disagreement, but to find a solution acceptable to
everyone. Thanks to this ZOPA, the protest will have ended by slowing down gradually, with
in particular the response of the president on 15 key points (Paolini, 2019) which will go for
certain in the direction of the yellow vests and for certain in the direction of the policy of
Emanuel Macron.
It is important to point out that the BATNA and ZOPA of each of the two parties and in particular
on the side of the demonstrators is difficult to clearly establish given the multiplicity of actors
and points of disagreement, which again complicates the methods of resolution.

V. Mediation
Mediation is a collaborative process that wants to facilitate communication, identify the
interests of each parties, explore options and find mutually acceptable solutions. Unlike
arbitration which imposes a binding decision, mediation consist of empowering both parties to
actively participate in finding a solution. Mediators does not involve in the negociation process,
their only role is to ensure that the environnement between the two parties are good and to
intervene when dialogues are not flourishing. Now let’s focus on the role of meditation in the
yellow vest movement in France.
It is important to mention that the mediators during the conflicts were news media such
as C-News, France 24 and community leaders and activists that played a major in resolving the
yellow vest protest:

1. Facilitating Dialogue and acknowledgement:

Mediation allowed for direct communication between Yellow Vests and government
representatives. They acted as bridges, ensuring that both sides could express their grievances
and concerns. In town hall meeting and face to face discussions, participants engaged in
conversations. Therefore, through mediation, the French government acknowledged the legacy
of yellow vests’ demands. This acknowledgement was not a mere formality. It signaled a
willingness to listen and engage. It humanized the conflict, reminding both parties that they
were dealing with real people facing real problems they only want the best for their country.
2. Broadening the agenda and creative problem-solving:
While the movement of Yellow vest were centered around fuel taxes, mediation encouraged a
boarder discussion. The yellow vest expressed additional concerns related to low wages,
pensions and social welfare. In addition, Mediators facilated brainstorming sessions,
encouraging creative solution. The focus shifted from changing the taxes of fuel to addressing
systematic issues related to citizens. Mediators pushed the participant to explore options
beyond just economic fuels such as finding innovative option to address economic dispartites
and polices reimagined benefiting working class.
3. Building Trust and policy changes:
Mediation allowed participants to see each other as individuals by sharing their stories, concerns
objectives and aspirations. They realized their motives and goals are not that different. Thus,
mediators reminded both sides that they want a better quality life for citizens by sharing their
shared interests. Finally, as result of mediation, the French government agreed to a wage
increase for employees of 112 directly addressing economic stugles faced by many yellow as
best as a reward for their hardship and dignity and canceled the fuel tax hike central demand of
the movement. The role of a mediator as a third party is to facilitate understanding and harmony
between the two parties. The protesters and the government speak and listen to each other,
recalibrated and listen to each other.
In conclusion, mediation played a major into resolving the issue of yellows vests in France and
ensuring that both parties could discuss in order to a zone of agreement.

VI. Conclusion
In the end, resolving this complex conflict required a combination of different methods.
As we have seen, communication played a central role in the negotiation process. At the start
of the movement, President Macron adopted a more competitive communication style, but faced
with the scale of the protests and popular pressure, he changed strategy, opting for a more open
and collaborative communication, recognizing the need for dialogue to resolve tensions.
Defining BATNA and the aspiration points for each side was crucial. The Gilets Jaunes had
made it clear that the blockade would continue until their demands were met, while for President
Macron, maintaining the credibility of his program and authority was essential. This led to the
search for a zone of possible agreement, ZOPA. Macron had to use a variety of crisis
management methods to calm tensions and reach agreement. He moved from a competitive
style to a more collaborative and compromising one. Macron felt he had to demonstrate his
willingness to listen and take action.
In conclusion, in such a complex and important context, it is essential to recognize the
importance of using different methods and involving different people to reach a negotiation.
 VII. Bibliography
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