Conservation ethics glossary: 22 key terms defined

Apr 20 / Adam Barlow

Overview

This glossary defines the key terms used in the Ethical Decision-Making for Wildlife Conservation best practice. Whether you are working through the approach for the first time, preparing to facilitate a stakeholder process, or building ethical reasoning skills in your team, these definitions provide a shared foundation. All terms are used consistently throughout the best practice and supporting resources.

Source: WildTeam. (2026). Ethical Decision-Making for Wildlife Conservation v1. WildTeam UK, Cumbria, UK.

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Contents

  • Conservation ethics terms
  • FAQ

    Conservation ethics terms

    A
    Acceptability: The degree to which a stakeholder considers an option or its predicted result to be acceptable, based on their beliefs, values, and morals. Acceptability is assessed separately for actions and results, and scored as acceptable, moderately acceptable, or unacceptable. The conservation ethics worksheet automatically calculates an overall acceptability rating for each option based on these scores.
    Example: A fertility control option for managing overabundant wildlife may be acceptable to animal welfare organisations because it avoids killing, but unacceptable to local farmers because it does not address crop damage quickly enough.
    Acknowledge time: One of the six guiding principles. The purpose of this principle is to guide decision-making that honours historical contexts, addresses present needs, and safeguards future possibilities. It helps conservationists understand past relationships between people and landscapes, respond to current ecological and social conditions, and maintain options for future generations of both humans and wildlife. When overlooked, conservation may inadvertently erase important histories, fail to address urgent present needs, or foreclose future ecological and cultural possibilities.

    B
    Beliefs: The convictions people hold about what is true or real about the world and how it works. Beliefs form the basic understanding of reality and shape how people interpret information, experiences, and observations. They can be about facts, about causes, or about what might happen in the future. Beliefs form the foundation upon which values and morals are built. Some beliefs are explicit and conscious, while others operate in the background, influencing thinking without full awareness.
    Example: A fishing community might believe that the ocean's health depends on maintaining reciprocal relationships through proper ceremonies, while marine biologists might believe that enforced no-take zones are the most reliable way to restore fish populations. Both are beliefs, and both shape how each group interprets the same conservation dilemma.

    C
    Conservation ethics worksheet: The primary supporting tool for applying the ethical decision-making process. The worksheet is used to document the ethical dilemma, record each stakeholder's beliefs, values, and morals, assess the acceptability of action options and their predicted results, and record the final decision including who made it, how, and why. The worksheet automatically calculates combined acceptability ratings for each option to support decision-making.
    Course of action: The option selected at the end of the ethical decision-making process as the most justifiable path forward given the beliefs, values, and morals of all stakeholders, the acceptability of available options and their predicted results, and the legal, political, and practical constraints of the situation. The selected course of action should be documented alongside a description of who decided, the process followed, and the reasoning behind the choice.

    E
    Ethical decision: A choice made by thinking carefully about what the best option is, considering how it affects others. An ethical decision is not necessarily the option that causes no harm, since in most conservation dilemmas every option involves some harm. It is the option that does more good than harm and can be most fairly justified to everyone affected.
    Ethical decision-making: The process of working through ethical dilemmas and choosing the fairest, least harmful, and most defensible option available. Ethical decision-making does not make hard decisions easy, but it provides a clear way to work through them, explain them openly, and remain accountable to those affected. It is a learnable skill that can be applied as a decision-making framework, a planning tool, a facilitation guide, and a training resource.
    Ethical dilemma: A situation where there are two or more choices and each option involves harm. An ethical dilemma arises when different perspectives come into conflict with no clear right answer. For example, designating a marine protected area might save a rare coral reef but jeopardise the food security and cultural identity of nearby coastal communities. The issue in an ethical dilemma is not what is right, but what is least harmful or most justifiable given the perspectives involved.
    Ethics: The practice of developing and examining different approaches to determining right from wrong. In a conservation context, ethics provides the foundation for working through situations where competing priorities, limited resources, and urgent environmental needs create decisions with serious consequences for people and wildlife.

    F
    Face difficult truths: One of the six guiding principles. The purpose of this principle is to guide decision-making that acknowledges conservation often involves complex trade-offs and morally challenging situations that cannot be resolved perfectly. It creates space for honest discussion about moral challenges rather than minimising them, and fosters a culture of ethical reflection. When neglected, necessary but difficult decisions may be avoided.
    Example: When a species reintroduction causes unintended crop damage, a team applying this principle publicly acknowledges the harm, documents the support provided to affected farmers, and includes this in their decision documentation rather than treating it as a peripheral issue.
    Frame the dilemma: The first activity in the recognising the dilemma stage. Framing the dilemma means articulating the core tension or conflict that makes the situation an ethical dilemma. A well-framed dilemma statement includes the decision-maker, links each perspective to a specific stakeholder, uses neutral language, and provides enough detail to understand the core tension without relying on assumptions or generalisations.
    Example: Rather than "conservationists want to protect wildlife", a well-framed statement specifies that "the national park rangers believe the elephant corridor is critical for maintaining genetic connectivity between populations".

    H
    Honour diverse wisdom: One of the six guiding principles. The purpose of this principle is to guide decision-making that recognises and respects different ways of knowing, understanding, and relating to the natural world. It acknowledges that ethical approaches to conservation vary across cultures, disciplines, and worldviews, and that no single framework is sufficient for all contexts. When overlooked, conservation can become culturally insensitive, exclusionary, or ineffective. Example: When deciding on savanna fire management, planners who apply this principle integrate seasonal burning practices led by elders with satellite-based fire risk monitoring, rather than treating scientific knowledge as the only valid input.

    M
    Morals: The beliefs people have about how others should behave. Morals translate abstract values into more concrete beliefs about behaviour. While values tell us what is important, morals tell us how people should act in accordance with those values. Morals tend to be more prescriptive than values, often expressed as should and should not statements, and they frequently carry emotional weight when violated. Morals can vary significantly across cultures, communities, and individuals, reflecting diverse historical, religious, and social influences.
    Example: An Indigenous community might hold a moral that it is wrong to let outsiders dictate how ancestral lands are used. A primate researcher might hold a moral that it is wrong to allow hunting of endangered species regardless of cultural justifications. Both are morals, and both will shape what each group considers an acceptable decision.

    O
    Options: The possible actions identified during the deciding on a course of action stage that could address the ethical dilemma. Options are identified by considering the findings on each stakeholder's beliefs, values, and morals, and described clearly using neutral language with enough detail to support assessment without creating new dilemmas. Each option is then assessed for its acceptability to each stakeholder and its predicted results.
    Example: For managing overabundant wildlife, options might include immediate culling, fertility control, translocation, or habitat adjustment with community input. Each is a distinct option with different implications for different stakeholders.

    P
    Principles: Six action-oriented guidelines that translate core conservation values into practice and provide a consistent ethical compass throughout the decision-making process. Unlike general values, the principles offer specific direction for decision-making and behaviour in real-world situations. The six principles are: think beyond self, respect nature's wholeness, stand for fairness, honour diverse wisdom, acknowledge time, and face difficult truths.

    R
    Recognising the dilemma: The first stage of the ethical decision-making process. Recognising a dilemma creates the foundation for the ethical deliberation that follows. This stage involves three activities: framing the dilemma, identifying who else should be involved, and documenting how the dilemma has emerged. Its purpose is to ensure the situation is understood accurately and completely before options are assessed.
    Respect nature's wholeness: One of the six guiding principles. The purpose of this principle is to guide decision-making that recognises the inherent worth of nature and all living beings beyond their usefulness to humans. It asks decision-makers to consider the important ecological relationships between wildlife and the bonds people hold with landscapes and nature. Following this principle ensures decisions reflect a deeper respect for life, ecological integrity, and place.
    Example: When deciding how to manage invasive species, a team applying this principle chooses fertility control methods over culling, recognising the inherent worth of individual animals' lives even when they cause ecological harm.
    Results: The predicted consequences of each option for each stakeholder, including both positive and negative impacts. Results are identified during the deciding on a course of action stage, after options have been identified. Because the same action can have positive effects for one stakeholder and negative effects for another, results must be assessed specifically for each group. The acceptability of predicted results is then scored alongside the acceptability of the actions themselves.

    S
    Stakeholders: All individuals and groups that hold perspectives relevant to an ethical dilemma, including those immediately involved in the conflict and others who may be affected but not yet represented. Stakeholders may have relevant knowledge or expertise, be affected by the result, bring different cultural or ethical perspectives, hold formal or informal authority, or represent interests that cannot speak for themselves, such as future generations or wildlife. Identifying the full range of stakeholders is a formal activity in the recognising the dilemma stage.
    Stand for fairness: One of the six guiding principles. The purpose of this principle is to guide decision-making that is just, inclusive, and accountable in how it distributes benefits, burdens, access, and influence. It recognises that conservation operates within societies marked by inequality and that ethical decision-making must actively address those imbalances. It extends beyond current human generations to consider future generations and the interests of wildlife. When absent, conservation can reproduce or worsen social and ecological injustice.
    Example: When deciding how to distribute tourism revenue from a protected area, managers applying this principle allocate a percentage directly to youth education and maternal healthcare rather than only to general community funds.

    T
    Think beyond self: One of the six guiding principles. The purpose of this principle is to guide decision-making that prioritises meaningful, lasting impact for people and wildlife over personal ambition, career advancement, or organisational recognition. It promotes reflection on the broader impact of decisions and places that above individual agendas. When making ethical decisions, this principle helps identify and set aside motivations that could compromise the process, such as ego, short-term gains, or self-interest.
    Example: When deciding how to publicise a marine conservation campaign, a communications officer applying this principle chooses to elevate a local fisherwoman's voice as the spokesperson rather than positioning themselves as the expert, because community leadership will have greater long-term impact.

    V
    Values: The things that people believe are important in life. Values help people decide what matters most and guide the way they think, feel, and act. They are not about what is right or wrong in a strict sense, but about what people care about and what they want to see realised. Values operate at both individual and collective levels, and can be held consciously or remain unspoken, shaping decisions in ways that are not always noticed. Values provide the underlying motivation for people's morals.
    Example: Village residents may value the spiritual and cultural significance of land where their ancestors are buried. Conservation organisations may value maintaining genetic diversity through wildlife movement. Understanding these different values is essential for identifying solutions that can honour multiple priorities.

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      FAQ

      What is the difference between beliefs, values, and morals?

      These three concepts are related but distinct. Beliefs are about what people think is true about the world. Values are about what people consider important. Morals are about how people think others should behave. In conservation dilemmas, stakeholders may agree on the facts (beliefs) but disagree about what matters most (values) or how people should act (morals). Identifying which type of disagreement is at play helps you find solutions that address the actual source of the conflict rather than its surface symptoms.

      What is the difference between an ethical dilemma and a difficult decision?

      A difficult decision is hard because of uncertainty, complexity, or limited resources. An ethical dilemma is harder still because every available option involves some form of harm. In an ethical dilemma, the question is not simply what will work, but what is least harmful and most justifiable to everyone affected. Many conservation decisions are both difficult and ethically complex, which is exactly why having a structured process matters.

      How do the six principles relate to each other?

      The six principles are designed to be used together rather than independently. They address different dimensions of ethical decision-making: think beyond self addresses motivation; respect nature's wholeness addresses the inherent worth of nature and living beings; stand for fairness addresses justice and inclusion; honour diverse wisdom addresses knowledge and cultural context; acknowledge time addresses historical and future dimensions; and face difficult truths addresses honesty and moral reflection. Applying one principle often brings others into view.

      What does the conservation ethics worksheet actually do?

      The worksheet provides a structured way to document each stage of the ethical decision-making process. It helps you record each stakeholder's beliefs, values, and morals; assess the acceptability of available options; predict and assess the results of each option; and document the final decision including who made it, how, and why. It automatically calculates combined acceptability ratings to support decision-making, but these scores are intended to inform judgment rather than replace it.

      Can the same person hold multiple stakeholder perspectives?

      Yes. In conservation contexts, individuals often occupy multiple roles simultaneously. A community member may also be a local government official. A conservation practitioner may also be a member of an affected Indigenous community. When this is the case, it is worth documenting each role and its associated beliefs, values, and morals separately, since the perspectives tied to each role may differ and both are relevant to understanding the dilemma.

      Is there a fixed order for applying the six principles?

      No. The principles are reference points to be drawn on throughout the decision-making process rather than a sequence to be followed. Some will be more relevant than others in any given dilemma. They are most useful when consulted actively at each stage of the process, asking: what does this principle suggest about how I should frame this dilemma, assess these options, or justify this decision?

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