Management plans as resources in conservation conflicts

This article examines the capacity of management plans to respond conflicts arising in conservation planning and management. As a widely adopted policy tool for nature conservation, are often prepared situations with diverging interests. Our starting point is that these inevitably influence situations, emerging even though conflict resolution may not be their primary purpose. Inspired by Lucy Suchman's work on technology development, we analyse situated effects four dealing wildlife land-use conflicts. Based analysis, identify features increase sensitivity power asymmetries situations. We suggest attentiveness step towards ‘uncomfortable planning’, principle identified Rafael Ramirez Jerome Ravetz key responding possibility uncertain, complex controversial make things worse. Uncomfortable seeks involve peripheral voices experiences tend neglect form roots planning. Adhering uncomfortable thus way enhance aptitude as tools contentious