Diverse, multi party collaborations in natural resources management are an opportunity to facilitate social learning, and are an alternative to blueprint planning approaches. Social learning is a multi-scale process involving different actors within various functional levels. Improving understanding of interdependencies within co-management processes is considered in this article as a core issue. Interdependencies refer to “the mutually negotiated and accepted way of interacting among ... parties with the recognition of each other’s perspective, interest, contribution and identity.” Shared problem definition, coordinated actions/activities at different levels of involvement, and shared common scripts and action strategies are related concerns. The article emphasises the potential contribution from social and organisational psychology in helping to understand these interdependencies. The importance of facilitation in multiparty collaborative initiatives is highlighted, including mediating the framing and reframing of issues, fostering new meaning where ambiguities exist, and to provide mechanisms for reflection.