Using conceptual models as a planning and evaluation tool in conservation
Using conceptual models as a planning and evaluation tool in conservation
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DOI：
10.1016/j.evalprogplan.2008.09.007
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发表时间：
2009-05-01
影响因子：
1.6
通讯作者：
Brown, Marcia
中科院分区：
文献类型：
--
作者：
Margoluis, Richard;Stem, Caroline;Brown, Marcia
保护项目是在复杂背景下发生的动态干预措施，涉及社会、政治、经济、文化和环境因素的复杂相互作用。随着管理者更多地了解他们的工作环境，这些因素会随着时间和空间的变化而不断变化。这种复杂的环境给规划和评估保护项目带来了挑战。为了让保护管理者和评估专业人员设计良好的干预措施并衡量项目的成功，他们需要同时接受和解构背景的复杂性。在本文中，我们描述了概念模型——一种有助于阐明和对项目背景以及项目团队希望实现的目标做出明确假设的工具。我们提供概念模型的现实示例，讨论概念模型与其他评估工具之间的关系，并描述概念模型作为关键规划和评估工具的各种方式。例如，它们记录了有关项目地点的假设，并为分析变革理论提供了基础。相信我们可以完全消除项目中的细节或动态复杂性是不切实际的。然而，概念模型可以帮助我们理解这种复杂性，从而帮助减少这种复杂性的影响。 (C) 2008 Elsevier Ltd. 保留所有权利。
Conservation projects are dynamic interventions that occur in complex contexts involving intricate interactions of social, political, economic, cultural, and environmental factors. These factors are constantly changing over time and space as managers learn more about the context within which they work. This complex context poses challenges for planning and evaluating conservation project. In order for conservation managers and evaluation professionals to design good interventions and measure project success, they simultaneously need to embrace and deconstruct contextual complexity.In this article, we describe conceptual models-a tool that helps articulate and make explicit assumptions about a project's context and what a project team hopes to achieve. We provide real-world examples of conceptual models, discuss the relationship between conceptual models and other evaluation tools, and describe various ways that conceptual models serve as a key planning and evaluation tool. These include, for example, that they document assumptions about a project site and they provide a basis for analyzing theories of change.It is impractical to believe that we can completely eliminate detail or dynamic complexity in projects. Nevertheless, conceptual models can help reduce the effects of this complexity by helping us understand it. (C) 2008 Elsevier Ltd. All rights reserved.