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USGS2025

Foundational principles of an applied cultural evolutionary science for natural resource management and conservation

Culture, as the filter through which people view the world and a key determinant of human behaviour, is central to the practice of natural resource management and conservation. Conservation is intended to moderate the impacts of human cultural modification of the environment, exists as an endeavour because it is culturally valued, and acts largely through policies to encourage or discourage targeted human behaviours. However, culture is not static; as organisms and ecologies evolve, so too does culture exist as a dynamic, interconnected, coevolving element of the social–ecological systems in which management action is situated and implemented. Cultural evolution (CE) offers a valuable theoretical contribution to the scientific understanding of culture, cultural diversity and culture change and has the potential to be harnessed in the applied research and practice of conservation social science. We illustrate the essential principles necessary to grow an applied science of CE for natural resource management and conservation, and identify opportunities for CE to provide valuable information for science-based decision making and help conservation institutions and organizations adapt to the ongoing challenges posed by culture change. This transdisciplinary integration can contribute to improved outcomes across conservation objectives and build more resilient, sustainable social–ecological systems.

Philosophical Transactions of the Royal Society B ↗

USGS2025

Cultivating reciprocity and supporting Indigenous lifeways through the cultural transformation of natural resource management in North America

Recent decades have seen increasing calls for implementing Indigenous Knowledges (IK) in natural resource management (NRM). However, efforts have been limited by the cultural incommensurabilities between (1) NRM institutions, which are rooted in worldviews that prioritize extraction for dominant cultures and assume dominance over nature and (2) Indigenous worldviews that prioritize kincentric reciprocity with the environment. This manuscript addresses how transforming NRM institutions enables management to better support Indigenous Knowledges and lifeways. This manuscript examines incommensurabilities between NRM institutional cultures and Indigenous cultures, with the value and lifeway of reciprocity as the focal point. Through synthesizing interdisciplinary scholarship and examples from author experiences, we explore how NRM institutions in North America can transform to honour and facilitate reciprocity, especially within efforts to implement IK and support Indigenous lifeways. NRM institutions are cultural products, and in North America were born of colonial histories and cultural roots connected to modern governance and power dynamics. These cultural foundations led to NRM approaches that prioritize maximizing economic growth while guarding against overexploitation. Kincentric reciprocal relations with the environment often emphasize interdependency with more-than-human kin, place-based holistic Knowledges grounded in cultural practices and communal responsibility to cultivate social-ecological abundance for present and future generations. Incommensurabilities between NRM institutional cultures and Indigenous cultures impede efforts to implement IK and support Indigenous lifeways as: (1) rigid institutional structures do not account for Indigenous worldviews and values but instead attempt to fit IK within dominant paradigms; (2) the siloing of NRM leads to the piecemealing and invalidation of IK at the expense of Knowledge Holders and (3) ineffective public engagement strategies limit the possibility of reciprocal relations between NRM institutions and communities throughout management processes. Incommensurabilities between NRM institutional cultures and Indigenous cultures impede efforts to implement IK and support Indigenous lifeways as: (1) rigid institutional structures do not account for Indigenous worldviews and values but instead attempt to fit IK within dominant paradigms; (2) the siloing of NRM leads to the piecemealing and invalidation of IK at the expense of Knowledge Holders and (3) ineffective public engagement strategies limit the possibility of reciprocal relations between NRM institutions and communities throughout management processes. Transforming NRM institutional cultures to better implement IK and support Indigenous lifeways is key for redressing long-standing issues and ensuring social-ecological resilience and abundance. Heavy investments of time, personnel and resources are necessary for transforming NRM institutions to appropriately cultivate reciprocal relations with Indigenous communities and lands. Strategies towards transformation include decentralization through decolonial frameworks, knowledge co-production and using place-based cultural evaluation processes to improve cultural alignment.

People and Nature↗