Conflict in firm–community relations is widespread and persistent. Diverse cultures and mindsets, particularly among extractives companies and local communities, pose a particularly challenging environment. Previous research offers insights into how to categorise and resolve conflicts. However, this paper addresses conflicts where the actors involved disagree on the frame of the conflict, thereby rendering the associated solutions inappropriate for one or both of the parties involved. We use examples from the Social Community Fund of a mining firm in the DRC to nuance previous work on conflict frames and develop a revised model that has implications for theory and practice.