This article analyzes the strategies used by the Girringun Aboriginal Corporation from the Wet Tropics, Australia, and the Innu Nation of Labrador, Canada, in their efforts to participate in natural resource management within their traditional lands. Comparative research highlights that both Aboriginal groups engage in strategies of consensus building and constructive conflict, matching their choice to the dynamic institutional settings that govern natural resource management in their respective territories. Both groups build consensus for more equitable participation in natural resource management institutions while engaging, when necessary, in forms of constructive conflict that will bring about more expedient institutional change needed to fully reflect the full suite of Aboriginal interests and values. The result is a mix of Aboriginal strategies that are used to instigate planning reforms on their traditional estates.
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