Introduction

This book examines conflict and collaboration from multiple disciplines, levels, and contexts. However, they come together in recognizing that social relations are dynamic, that conflict is not necessarily bad and collaboration is not necessarily good. In fact, effective collaboration depends on constructive conflict. It emphasizes the role of power as a coercive force, which may thwart collaboration and damage relations, but can also ignite energy, agency, and cooperation. The chapters point to mindset as central to seeing collaboration as useful or not and that engaging in conflict and collaboration takes work, requiring carefully designed processes, skilled participants, information, and safe spaces.