01252pab a2200133 454500008004000000100001900040245007400059260000900133300001500142362001200157520089000169650002601059773003301085180718b2012   xxu||||| |||| 00| 0 eng d  aPurdy, Jill M.  aA framework for assessing power in collaborative governance processes  c2012  ap.409-417.  aMay-Jun  aThe growing use of collaborative methods of governance raises concerns about the relative power of participants in such processes and the potential for exclusion or domination of some parties. This research offers a framework for assessing power that considers authority, resources, and discursive legitimacy as sources of power and considers the participants, the process design, and the content of collaborative governance processes as arenas for power use. A case study of a collaborative governance process is presented and analyzed using the power framework. Implications for the design of collaborative governance processes are discussed, including the benefits of a multidimensional definition of power, tools formanaging power imbalances among participants, and strategies that participants can use to participate more fully in collaborative governance processes. - Reproduced.  aPublic administration  aPublic Administration Review