Research on resolving environmental conflicts through collaborative
planning has typically focused on the process design of collaborative
processes, such as the inclusion of actors; joint definition of the
problem, agenda, and rules for the process; joint fact-finding; and
structuring implementation (Gray, 1989; Innes, 2004; see Beland
Lindahl and Zachrisson in this issue). The question remains, however,
why some processes are designed according to these principles, while
others are not. In the above, I have discussed the contribution of the
different strands in new institutional theory in addressing the role formal
and informal institutions play in creating and maintaining, or hindering,
such collaborative processes. I agree with Schmidt's view that
the different approaches to NI are best considered as complementary
in explaining institutions as incentive structures, social norms and historical
paths that affect process design and actors' strategies for collaboration.
Discursive institutionalism as a novel approach to NI is
particularly interesting to conflict management analysis as it draws attention
to the role of discourses in explaining institutional change (or
stability).