Conclusions drawn from the body of co-management research generally agree that cultural diversity can enhance the pool of
human resources from which management decisions are drawn. Based on research involving the Little Salmon Carmacks First Nation (Yukon Territory), this paper explores whether cultural differences either enhance or hinder the working-group effectiveness of resource co-management boards established under Canada's comprehensive land claims process. In doing so, the authors identify some of the 'hidden' conflicts that can occur when culturally diverse groups, with fundamentally different value systems and colonial histories, enter into a
coordinated resource management process.