Since publishing my piece on optimism in conservation, I’ve heard from many who are finding it tough. I’m not an expert, but here are ideas that might help in the right situation. There’s a longer version of this piece here.
Treat optimism as a method, not a mood. Narrow the frame, pick levers you can pull, and build habits that keep effort tied to consequence. Pair near-term actions with a clear view of power and policy; some problems require coalition pressure or litigation.
Start smaller. Define your sphere of control for this week, this quarter, and this year—co-defined with the people most affected. Write it down. A bounded problem can restore agency.
Set minimum viable wins. Choose outcomes you can verify and include process and relationship outcomes—trust, consent, functioning local institutions—not only what’s easy to count. Where feasible, baseline, measure, and mark completion.
Keep a “wins ledger.” Record the result, evidence, partners, and enablers. Store it securely, minimize sensitive details, obtain consent before sharing, and redact anything that could expose people to risk.
Pair every problem with an action. When you brief a bleak trend, add one concrete step a specific person can take, and where possible include resources or introductions.
Build a portfolio of time horizons. Balance quick wins with medium projects and one long bet. If capacity is thin, rotate emphasis over quarters.
Strengthen your coalition. Map who benefits, who decides, and who can block. Practice reciprocity with substance: budget transparency, shared credit, and paid roles for community partners.
Install guardrails. Run pre-mortems, set “kill criteria,” and name trade-offs early. Plan exits with communities and donors so off-ramps don’t leave partners exposed.
Manage your information diet. Schedule when you absorb grim updates and when you gather ground truth. Protect attention for decisions; minimize non-actionable noise, recognizing frontline actors can’t always opt out.
Rehearse setbacks. Write simple if-then plans (if funding drops 30%, we pause X and protect Y). Address burnout rooted in hostile policy or broken funding cycles, not just mindsets.
Care for people. Rotate high-stress assignments, normalize debriefs, and protect time off. Time in nature isn’t indulgence; it’s maintenance. Grief and anger are valid signals; channel them into action.
Tell small stories well. Show cause and effect in a specific place, credit the full cast, and share enough detail for others to copy. Publish what didn’t work and why, and note what context made a tactic transferable (or not). Codify what worked into checklists or agreements.
This is a menu, not a mandate. There is evidence for simple tools like if-then plans, checklists, and pre-mortems; use what fits. None of this denies the scale of loss. It aims to build the conditions to keep going. Optimism, practiced this way, is discipline in service of durable results.
Header image: California redwood forest. Image by Rhett Ayers Butler
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