Kaiser-Bunbury, C. N., Fleischer-Dogley, F., Dogley, D., Bunbury, N. (2015), Scientists’ responsibilities towards evidence-based conservation in a Small Island Developing State. Journal of Applied Ecology, 52: 7–11. doi: 10.1111/1365-2664.12346 Much has been written about bridging the implementation gap, also known as the ‘great divide’ or the ‘knowledge–action boundary’ (e.g. Gibbons et al. 2008; Arlettaz et al. 2010; Cook et al. 2013). Most of these authors make valid and needed points concerning the application of science to conservation management, including the proposal of conceptual frameworks or changes to the structure of the research system. Recommended measures range from collaborative exercises for identifying important research questions, which, when addressed, will provide the evidence base for effective conservation policies (Rudd 2011; Braunisch et al. 2012), to creating an institutional platform to engage individuals from across the knowledge–action boundary (Cook et al. 2013). While such recommendations for higher-level structural changes are desirable, they are rarely in sync with the constraints of conservation scientists (e.g. Soule 1985; Balmford et al. 2003), which call for rapidly achievable outcomes with limited resources. As a consequence, the recommendations of many well-intentioned researchers end with publication (Fazey, Fischer & Lindenmayer 2005), despite the fact that publication alone is usually ineffective in triggering management changes (Pullin & Knight 2005). Here, largely following the model proposed by Gibbons et al.(2008), we show, using a successful case study from the Seychelles, how researchers and practitioners have worked together to change strategy and policy for conservation of an endangered species based on scientific evidence. Further, the example expands on the responsibility of researchers by demonstrating immediate actions that can be taken by scientists to improve uptake of their research results. Such steps can be highly effective, and practical guidelines can be drawn from this example by other researchers hoping to more effectively bridge the gap between their research and management. onlinelibrary.wiley/doi/10.1111/1365-2664.12346/pdf
Posted on: Thu, 22 Jan 2015 03:18:37 +0000
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