The growing use of collaborative methods of governance raises concerns about the relative power of participants in such processes and the potential for exclusion or domination of some parties. This research offers a framework for assessing power that considers authority, resources, and discursive legitimacy as sources of power and considers the participants, the process design, and the content of collaborative governance processes as arenas for power use. A case study of a collaborative governance process is presented and analyzed using the power framework. Implications for the design of collaborative governance processes are discussed, including the benefits of a multidimensional definition of power, tools for managing power imbalances among participants, and strategies that participants can use to participate more fully in collaborative governance processes.