Abstract
The natural resource management literature documents many reasons for pursuing collaborative processes, offering useful insights on how to manage conflict and facilitate productive deliberation in complex multistakeholder collaborative efforts. Moral foundations theory and self‐affirmation theory can further help collaborative efforts mitigate conflicts caused by identity threats and the identity‐protective reasoning these threats provoke. Moral foundations theory suggests an approach to increase collaboration by minimizing triggering language and helping people appreciate opposing viewpoints. Self‐affirmation theory suggests a practical intervention that could be used to increase collaboration by desensitizing people to identity threats and reducing defensiveness. Taken together, these theories can contribute substantially to the understanding and practice of collaboration and conflict management for conservation.