Strategies to resolve conflict in partnerships: reflections on UK urban regeneration

Abstract

Partnerships to lead on urban regeneration initiatives in the UK claim to facilitate inter‐agency working and local involvement. They are presented both as ways of ensuring the effective management of services within neighbourhoods and as potential “change agents” in the way they bring together different (and sometimes competing) interest groups. Regeneration partnerships are, therefore, often the sites of unresolved conflict. This paper, which draws upon interviews with local regeneration managers and local community representatives in Manchester explores possible strategies for resolving such conflict. In particular it suggests that the use of supervision in the public and community sector needs reforming in order to provide externality for those involved.

Citation

Diamond, J. (2002), "Strategies to resolve conflict in partnerships: reflections on UK urban regeneration", International Journal of Public Sector Management, Vol. 15 No. 4, pp. 296-306. https://doi.org/10.1108/09513550210433919