ABSTRACT
Many conservation professionals will have an appreciation for systems, in particular with biological systems, ecosystems, and socio-economic systems. This chapter introduces systems theory into this context, adding knowledge of systems relating to organisations (such as projects, NGOs, or teams) which themselves are having to influence and improve large-scale natural systems (e.g. population dynamics, ecosystems, agro-economic systems). This starts with systems theory from the 1920s through to present-day knowledge of organisational systems. Basic organisational and functional systems are introduced to show how these natural and man-made systems operate and their behaviour and outcomes are influenced. Specific concepts of interconnectedness, complexity, and consequences of change are introduced, with conservation examples, to show the reader how different types of management approach have an impact on a given system. This raises practical issues for how leaders should understand systemic changes and make decisions and interventions to give best chance of positive outcomes. This also places the leader in a position where influencing other staff, partner organisations, and stakeholders is important. Practical operational examples of correct and incorrect interventions and their consequences are given to illustrate these ideas, showing effects on species, human behaviour, and economic processes.
