Key to bridging knowing–doing gaps is analysis of the constraints binding interactions between decision-makers and conservation biologists to clarify the problems they address. We apply this analysis to decision situations in the Northern Vosges (France), which illustrate three kinds of constraints: governance, framework and initiative. We explore how conservation biologists can mitigate constraints so as to foster more ambitious conservation actions in each case. The first case explores attempts at reintroducing the lynx (Lynx lynx). In this case, we show that governance plays a key role, in the sense that conservation actions should focus on improving the acceptability of reintroductions to key stakeholders. The second case refers to water monitoring schemes. Here we show that framing is the dominant constraint. This means that conservation actions are tightly limited by the use of a restrictive scientific apparatus. The last case study, fish stock protection, is constrained by initiative. Here, decision-makers have too much leverage to implement solutions they favour, even if they are not the best options in conservation terms. Exploring how our framework relates to the existing literature allows us to highlight its usefulness for rationalizing conservation problem framing and for strengthening the ambitions of conservation actions.

Meeting global and regional environmental targets is challenging, given the multiplicity of stakeholders and their diverse and often competing policy agendas and objectives. Relatively few studies have sought to systematically analyse the progress, or lack thereof, of institutionally complex and diffuse projects. Here we analyse one such project, which aims to protect and restore a critical landscape corridor for tigers Panthera tigris in north-western India, using a temporal–analytic framework that integrates ecological information on species population status and spatial connectivity modelling with a systematic examination of the decision-making process. We find that even with adequate ecological knowledge the tiger population is on the verge of local extinction because of weak institutional support, poor adaptive planning and ineffective leadership in a complex political arena, which has led to delays in conservation action. From the outset the conservation agencies and NGOs that were the primary drivers of the project lacked awareness of the political idiosyncrasies of coordinating the actions of disparate agencies within the decision-making process. To secure better future environmental outcomes we recommend the adoption of an improved project appraisal methodology that explicitly encompasses an evaluation of organizational incentives, to determine political buy-in, including alignment with organizational objectives and funding availability.

In economics, three nested organizational levels, namely behavioural, mental and neural, can be distinguished. They introduce specific theoretical or observable concepts and suggest their own models for choice making. If psycho-economics relates implemented actions to declared mental states, neuro-economics relates mental states to brain areas. Bridge principles can be defined which link concepts with similar interpretations at two successive levels. Thanks to these principles, relations or even models independently suggested at two successive levels may well be associated. Some prescriptive applications of these principles were more recently proposed, but they remain grounded on a too fragile basis.