Power and Conflict
Most network research reflects a positive bias, suggesting that organizations can accomplish more by working together than they can by working alone. However, networks can also catalyze conflict between partners. This chapter identifies the various forms of power and describes how power imbalances can increase the potential for conflict in networks. It introduces a typology of conflict occurring at three interfaces. Micro-level conflicts take place at the interface between individuals and organizations. Meso-level conflicts occur between the organization and the network. And, macro-level conflicts are those in which the network conflicts with the broader community or system in which it resides. The chapter uses examples of network conflict from case studies, noting the consequences of the conflict. The chapter identifies different ways that networks can successfully manage conflict. Finally, the chapter includes two tools for addressing power and conflict: the stakeholder participation tool and the VOICE heuristic.