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In this article, we utilize the Collaborative Governance Databank to empirically explore core theoretical assumptions about collaborative governance in the context of crisis management. By selecting a subset of cases involving episodes or situations characterized by the combination of urgency, threat, and uncertainty, we conduct a plausibility probe to garner insights into a number of central assumptions and dynamics fundamental to understanding collaborative crisis management. Although there is broad agreement among academics and practitioners that collaboration is essential for managing complex risks and events that no single actor can handle alone, in the literature, there are several unresolved claims and uncertainties regarding many critical aspects of collaborative crisis management. Assumptions investigated in the article relate to starting-points and triggers for collaboration, level of collaboration, goal-formulation, adaptation, involvement and role of non-state actors, and the prevalence and impact of political infighting. The results confirm that crises represent rapidly moving and dynamic events that raise the need for adaptation, adjustment, and innovation by diverse sets of participants. We also find examples of successful behaviours where actors managed, despite challenging conditions, to effectively contain conflict, formulate and achieve shared goals, adapt to rapidly changing situations and emergent structures, and innovate in response to unforeseen problems.

The search for strategies to address 'super wicked problems' such as climate change is gaining urgency, and a collaborative governance approach, and adaptive co-management in particular, is increasingly recognized as one such strategy. However, the conditions for adaptive co-management to emerge and the resulting network structures and relational patterns remain unclear in the literature. To address these identified needs, this study examines social relationships from a network perspective while initiating a collaborative multiactor initiative aimed to develop into adaptive co-management for climate change adaptation, an action research project undertaken in the Niagara region of Canada. The project spanned 1 year, and a longitudinal analysis of participants' networks and level of participation in the process was performed. Evidence of support for climate change adaptation from the process included the development of deliberative and adaptive responses to opportunities presented to the group and the development of a strong subgroup of participants where decision-making was centered. However, the complexity of the challenge of addressing climate change, funding constraints, competing initiatives, and the lack of common views among participants may have contributed to the group, highlighting the finding that beneficial network structural features and relational patterns are necessary but not sufficient condition for the development of an adaptive comanagement process. The context of climate change adaptation may require a different social network structure and processes than other contexts for adaptive co-management to occur, and there may be limitations to adaptive co-management for dealing with super wicked problems.