A systematic review of conflict within collaborative governance

Collaborative governance (CG) models show promise for addressing complex governance challenges, yet they also face obstacles and difficulties that necessitate rigorous research in this field, particularly in relation to understanding and managing conflicts and disagreements among diverse stakeholders. The research addresses three primary questions: the scales, stages and domains in which conflicts arise; the strategies utilised by CG to handle minor disagreements and fundamental conflicts; and the outputs and effects of addressing deeper-seated conflicts and disagreements. Through a systematic literature review using the PRISMA-S framework, the study reveals how conflicts in CG frequently arise in environmental and ecological management, primarily at local scales, and mainly during the initial stages of decision making. The research identifies three primary levels for addressing conflicts in CG – motives, dynamics and resolution – categorising CG strategies into six distinct types to provide a comprehensive approach for practitioners. The findings indicate that while CG can effectively manage minor disagreements through negotiation and consensus building, it struggles with fundamental conflicts rooted in differing world views. This study examines the manifestations of addressing conflicts and disagreements resolution mechanisms within CG across three distinct dimensions: output, outcome and impact. It underscores the importance of leadership and innovative dialogue frameworks in constructively managing conflicts, transforming disagreements into opportunities for creative and collective problem-solving, thereby enhancing the sustainability and effectiveness of CG.