Transformative potential of conservation actions

Transformative change can help achieve the 2050 vision of biodiversity, but concrete ways to achieve it are only being discovered. To contribute to the understanding of the practical options for concrete action to foster, accelerate and maintain the transformative change, we assessed the leverage potential of existing conservation actions using the Meadows' Leverage points framework. We took the actions from the Conservation Actions Classification by the Conservation Measures Partnership. The outcome is a scheme that evaluates at which leverage points, from simple parameters to paradigms, the different conservation actions have potential to make an impact, and thus impact systemic change. We found that all conservation actions have potential to leverage systemic transformative change, with varying coverage of the leverage points. All leverage points were addressed by several actions. The scheme could be used both as an interim tool for evaluating transformative potential in different broad datasets, but also help with planning of new conservation policies, interventions and projects. We hope our work could be a first step toward standardization and broader adoption of assessing leverage in conservation research and practice, achieving broader socio-ecological system leverage with conservation tools.

Supplementary Information

The online version contains supplementary material available at 10.1007/s10531-023-02600-3.

Expanded Ethical Principles for Research Partnership and Transdisciplinary Natural Resource Management Science

Natural resource researchers have long recognized the value of working closely with the managers and communities who depend on, steward, and impact ecosystems. These partnerships take various forms, including co-production and transdisciplinary research approaches, which integrate multiple knowledges in the design and implementation of research objectives, questions, methods, and desired outputs or outcomes. These collaborations raise important methodological and ethical challenges, because partnering with non-scientists can have real-world risks for people and ecosystems. The social sciences and biomedical research studies offer a suite of conceptual tools that enhance the quality, ethical outcomes, and effectiveness of research partnerships. For example, the ethical guidelines and regulations for human subjects research, following the Belmont Principles, help prevent harm and promote respectful treatment of research participants. However, science-management partnerships require an expanded set of ethical concepts to better capture the challenges of working with individuals, communities, organizations, and their associated ecosystems, as partners, rather than research subjects. We draw from our experiences in collaborative teams, and build upon the existing work of natural resources, environmental health, conservation and ecology, social science, and humanities scholars, to develop an expanded framework for ethical research partnership. This includes four principles: (1) appropriate representation, (2) self-determination, (3) reciprocity, and (4) deference, and two cross-cutting themes: (1) applications to humans and non-human actors, and (2) acquiring appropriate research skills. This framework is meant to stimulate important conversations about expanding ethics training and skills for researchers in all career-stages to improve partnerships and transdisciplinary natural resources research.