This article uses a case‐study methodology to explore the impact of problematic relationships on the initiation of consensus‐building efforts. The article notes that poor relations hinder the initiation process, while the expectation of benefits likely to result from the effort fosters the involvement of parties. The association between poor relations and expected benefits is explored with a focus on the appeal of collaboration. Strategies are then outlined to help facilitators to deal with problematic relationships by mitigating poor relations, highlighting incentives for participation, and building on the appeal of collaboration. Facilitators can use these strategies to increase their chances of success in initiating consensus‐building efforts.

The potential of cosnensus building is dependent upon overcoming difficulties associated with the challenges in getting parties to the table. This article builds a framework for understanding the factors and vaiables most fundamentally involved in the initial of consensus‐building efforts. Nine factors involved at the beginning of a consensus‐building process are identified and outlined. The framework is structured on three major functions of the initiation phase: the definition of the porblem, the stucture of negotiation, and the motivation to participate.