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Resilience thinking has been roundly critiqued for not accounting for the political – and inherently power-laden – structures that shape decision-making. In light of the range of critiques as well as the increasing global momentum around resilience thinking, this paper develops the concept of 'Negotiated Resilience.' The concept highlights processes of negotiation to situate, ground, and operationalize 'resilience.' The concept puts particular accent on the procedural orientation of resiliencedoi:10.14288/1.0364181 fatcat:t6erlazzejf6nmx7ncs2gsoxyy