Article2004

Strong opposition: frame‐based resistance to collaboration

234 citations0/0 files storedJournal of Community & Applied Social Psychology

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Conflict Management and Negotiation Public Policy and Administration Research Ecology, Conservation, and Geographical Studies

Abstract

Abstract While many studies of collaboration have relied on processual factors to explain outcomes of conflicts among the stakeholders, the failure of collaboration can also be explained by the divergence of stakeholders' frames about the issues. Research on environmental conflicts has shown that the ways in which the stakeholders frame the issues and the conflict itself explain collaborative success or failure. When stakeholders' frames about the issues, the process of their interaction, and about each other are vastly different, collaboration to find an agreeable solution becomes exceedingly difficult. In this article I present a case study of a protracted conflict over Voyageurs National Park in northern Minnesota (USA) to show how frames impeded the stakeholders from finding a collaborative solution to the conflict despite an 18‐month mediation effort. How the stakeholders construed their own identities in the conflict, how they constructed the problems or opportunities that linked them, as well as the frames they held about how the conflict should be resolved, all worked to prevent collaboration. Consequently, stakeholders' frames and processes for promoting reframing are critical to understanding how collaborative partnerships evolve and whether they will eventually succeed or fail. Copyright © 2004 John Wiley & Sons, Ltd.

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References

1990Basics of qualitative research 2000Framing Processes and Social Movements: An Overview and Assessment 1952Content Analysis in Communication Research.1990Collaborating: Finding Common Ground for Multiparty Problems 1995A Tale of Two Theories: A Critical Comparison of Identity Theory with Social Identity Theory 1990Research on Negotiation in Organizations 1995Frame Reflection: Toward the Resolution of Intractable Policy Controversies 1985Conditions Facilitating Interorganizational Collaboration

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2008Making Sense of Intractable Multiparty Conflict: A Study of Framing in Four Environmental Disputes 2008Moving Toward Dialogical Collaboration: A Critical Examination of a University— School—Community Partnership 2004Public opinion for sale: The role of policy marketers in Greater Yellowstone policy conflict 2013Fields of paradox: university–community partnerships 2012Diagnostic reframing of intractable environmental problems: Case of a contested multiparty public land-use conflict

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