This is the first of a two part discussion the purpose of which is to demonstrate that a frankly structural, or network, approach to the analysis of community decision-making allows an observer to anticipate and manage community response to specific policies. Here I am concerned with anticipating community response. In part two (Burt, 1978), I am concerned with conflict resolution strategies. The specific policy used as illustration is siting nuclear power facilities. Published accounts of siting nuclear facilities are used to identify basic social parameters of the nuclear power issue as a community conflict. Changes in the form and content of relations in the network among opponents and proponents of a facility are described. Subsequently, the description is used to specify a causal model of the manner in which conflict escalation is promoted or inhibited by the characteristics and leadership structure of a community in which a nuclear facility is proposed. Hypotheses are derived predicting what types of communities can be expected to become embroiled in conflict and the process that conflict escalation will follow.