Using Better Management Thinking to Improve Conservation Effectiveness

Table 1

Contrasting approaches to management in a conservation context adapted from [2, 13].

Principle	“Command-and-control”	Adaptive management	“Good practice” frameworks	Systems thinking
Design perspective	Top-down hierarchy	Top-down and bottom-up	Top-down	Open system, outside-in
Ethos	Control	Evidence-based	Compliance	Learning
Design of work	Specialist functions in “silos”	Functional specialism with collaboration	Follow elements of the project plan	Understand needs and relevant flows of activity
Approach to change	Reactive projects	Trial and error	Management as a “process” using audit	On-going, integral (part of normal work)
Motivation of people	Extrinsic (reward and reprimand)	Assumed consent	Compliance is required	Intrinsic (self-motivated)
Decision making	Separated from work (carried out in the hierarchy)	Committees take suggestions from practitioners	Made within the boundaries of the framework/project plan	Integrated with work
Measurement	Output, targets, standards: related to budget or plan	Evidence-based practices	Project sustainability	Capability, statistical data: link to purpose
Attitude to stakeholders	Contractual	Participative	Inclusive	Cooperative
Role of managers	Manage people and budgets	Manage activities and decisions	Manage projects and budgets	Act on the system
Attitude to biodiversity	Contractual: only do what is required (e.g. only follow the recovery plan)	Consider impact of actions on biodiversity	Fit needs of biodiversity within project parameters	Always start with “what matters to biodiversity?” (e.g. species, habitats, etc.)