In collaborative governance networks, the beginning sets the tone: a cumulative perspective on conflicts

Conflict is inherently a part of collaborative governance networks (CGNs), raising the question whether it should either be minimized to avoid the destructive features or carefully managed for constructive ends. However, it remains unclear how conflicts can be constructively managed to prevent collaborative failures and whether the timing of such management efforts is significant. To address this gap, we develop a theoretical framework that advances a cumulative, process-oriented perspective on conflicts and conflict management in CGNs. This framework theorizes three modalities of conflict—relationship, value, and task—that bleed into each other collectively contribute to a generalized climate of conflict. To manage this generalized climate of conflict, we present a set of conflict management strategies based on the analytical disaggregation of four functional segments of CGNs: network infrastructure, goal formulation, action planning, and implementation. We emphasize the importance of addressing conflicts in the earlier functional segments to prevent their escalation into a pervasive climate of conflict. To demonstrate the utility of our theoretical framework, we apply it to four in-depth case studies of CGNs in Denmark focused on green transitions, illustrating the differences in conflict dynamics across various segments of the collaborative process. By identifying specific strategies for managing conflicts and determining the optimal timing for intervention, our framework offers practical insights into mitigating destructive conflicts while fostering constructive conflicts that contribute to positive outcomes within CGNs.