Cover Image

Transforming Conservation : A Practical Guide to Evidence and Decision Making.

Bibliographic Details
Main Author: Sutherland, William J.
Format: eBook
Language:English
Published: Cambridge, UK : Open Book Publishers, 2022.
Edition:1st ed.
Subjects:
Electronic books.
Online Access:Click to View
Table of Contents:
  • Intro
  • Preface: A Vision of Transformed Conservation Practice
  • References
  • List of Authors
  • Acknowledgements
  • Reference
  • PART I: WHAT IS THE PROBLEM?
  • 1. Introduction: The Evidence Crisis and the Evidence Revolution
  • 1.1 The Aim of the Book
  • 1.2 The Evidence Crisis
  • 1.3 Why is Poor Decision Making So Common?
  • 1.4 The Evidence Revolution
  • 1.5 The Case for Adopting Evidence Use
  • 1.6 The Inefficiency Paradox
  • 1.7 Transforming Decision Making
  • 1.8 Structure of the Book
  • References
  • PART II: OBTAINING, ASSESSING AND SUMMARISING EVIDENCE
  • 2. Gathering and Assessing Pieces of Evidence
  • 2.1 What Counts as Evidence?
  • 2.2 A Framework for Assessing the Weight of Evidence
  • 2.3 Weighing the Evidence
  • 2.4 Subjects of Evidence
  • 2.5 Sources of Evidence
  • 2.6 Types of Evidence
  • 2.7 Acknowledgements
  • References
  • 3. Assessing Collated and Synthesised Evidence
  • 3.1 Collating the Evidence
  • 3.2 Systematic Maps
  • 3.3 Subject-Wide Evidence Syntheses
  • 3.4 Systematic Reviews
  • 3.5 Rapid Evidence Assessments
  • 3.6 Meta-Analyses
  • 3.7 Open Access Effect Sizes
  • 3.8 Overviews of Reviews
  • References
  • 4. Presenting Conclusions from Assessed Evidence
  • 4.1 Principles for Presenting Evidence
  • 4.2 Describing Evidence Searches
  • 4.3 Presenting Different Types of Evidence
  • 4.4 Presenting Evidence Quality
  • 4.5 Balancing Evidence of Varying Strength
  • 4.6 Visualising the Balance of Evidence
  • 4.7 Synthesising Multiple Evidence Sources
  • References
  • 5. Improving the Reliability of Judgements
  • 5.1 The Role of Judgements in Decision-Making
  • 5.2 When Experts Are Good (and Not so Good)
  • 5.3 Blind Spots of the Human Mind
  • 5.4 Strategies for Improving Judgements
  • 5.5 Structured Frameworks for Making Group Judgements
  • 5.6 Practical Methods for Improving Routine Judgements
  • References.
  • PART III: MAKING AND APPLYING DECISIONS
  • 6. Identifying Stakeholders and Collaborating with Communities
  • 6.1 The Benefits of Community-Working
  • 6.2 Types of Community Engagement
  • 6.3 Identifying Who to Collaborate With
  • 6.4 Initiating Contact
  • 6.5 Creating and Maintaining Trust
  • 6.6 Collaborating
  • References
  • 7. Framing the Problem and Identifying Potential Solutions
  • 7.1 The Approach to Identifying Problems and Potential Solutions
  • 7.2 Defining the Scope of the Project and the Conservation Targets
  • 7.3 Understanding the Biological and Human System
  • 7.4 Identifying Threats and Opportunities
  • 7.5 Taking Stock
  • 7.6 Identifying Potential Actions
  • 7.7 Developing Questions and Assumptions
  • References
  • 8 Making Decisions for Policy and Practice
  • 8.1 What is a Structured Approach to Decision-Making?
  • 8.2 Filter Easy Decisions: Deciding Whether to Invest in Decision Making
  • 8.3 Preparing to Make the Decision
  • 8.4 Making Decisions
  • 8.5 Multi-Criteria Analysis
  • 8.6 Strategy Table
  • 8.7 Classifying Decisions
  • 8.8 Decision Trees
  • 8.9 Creating Models
  • 8.10 Achieving Consensus
  • References
  • 9. Creating Evidence-Based Policy and Practice
  • 9.1 How Embedding Evidence Improves Processes
  • 9.2 General Principles for Embedding Evidence into Processes
  • 9.3 Evaluating Evidence Use
  • 9.4 Evidence-Based Species and Habitat Management Plans
  • 9.5 Evidence-Based Guidance
  • 9.6 Evidence-Based Policy
  • 9.7 Evidence-Based Business Decisions
  • 9.8 Evidence-Based Writing and Journalism
  • 9.9 Evidence-Based Funding
  • 9.10 Evidence-Based Decision-Support Tools
  • 9.11 Evidence-Based Models
  • References
  • 10. How Conservation Practice Can Generate Evidence
  • 10.1 Ensuring Data Collection is Useful
  • 10.2 Collecting Data Along the Causal Chain
  • 10.3 Incorporating Tests into Conservation Practice.
  • 10.4 Design of Experiments and Tests
  • 10.5 Value of Information: When Do We Know Enough?
  • 10.6 Writing Up and Sharing Results
  • References
  • PART IV: TRANSFORMING SOCIETY
  • 11. Creating a Culture of Evidence Use
  • 11.1 Why Changing Cultures is Critical
  • 11.2 Auditing Current Evidence Use
  • 11.3 Creating an Evidence-Use Plan
  • 11.4 Creating Expectations and Opportunities for Evidence Use
  • 11.5 Providing the Capacity to Deliver Evidence Use
  • 11.6 Training, Capacity Building, and Certification
  • 11.7 Learning from Failure
  • 11.8 Case Studies: Organisations who Shifted to Embrace Evidence Use
  • References
  • 12. Transforming Practice: Checklists for Delivering Change
  • 12.1 The Importance of Checklists
  • 12.2 The Decision-Making Process
  • 12.3 Organisations
  • 12.4 Knowledge Brokers
  • 12.5 Practitioners and Decision Makers
  • 12.6 Commissioners of Reports and Advice
  • 12.7 Funders and Philanthropists
  • 12.8 The Research and Education Community
  • References
  • 13. Supplementary Material from Online Resources
  • 13.1 Sources of Evidence
  • 13.2 Teaching Evidence Use
  • 13.3 Building the Evidence Base
  • 13.4 Delivering Change
  • 13.5 Collaborators
  • References
  • Checklists, Boxes and Tables
  • Checklists
  • Boxes
  • Tables
  • Figures
  • Index.

Similar Items