Power differentials among organizations and individuals have long been noted in traditional public participation processes, with particular shortfalls being noted in structure. In response to command-and-control tactics, scholars have called for a more innovative and collaborative form of participation. In this manuscript we critically examine structure and discourse within environmental decision-making, focusing on one case that employed traditional and innovative forms of participation. Through our analysis we find that participation, even innovative, seemingly collaborative forms, is occupied by powerful and more organized groups. Our analysis highlights how certain organizations successfully manage power within these innovative forms of participation and the dialectical tensions among structure and discourse which constitute partisanship in policy processes seemingly designed to facilitate public interests. We also highlight the relationship between representatives, organizations, and interests within environmental decision-making.
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