Core to the planning-implementation gap in conservation is the failure to achieve the necessary shared vision and collaboration among typically diverse stakeholder groups to translate conservation assessments and plans into sustained on-ground outcomes for conservation. We suggest that a process of describing and sharing mental models-the cognitive frameworks that people use to interpret and understand the world-provides promising and as yet underutilized techniques for conservation planners to improve implementation success. The processes and techniques associated with the mental models concept have been applied in a variety of fields including business and organization science, risk analysis, education, natural resource management, and climate change adaptation. Our review of mental models illustrates that their application can strengthen the success of conservation planning by: (1) contributing to clear and open communication between stakeholders; (2) aiding in overcoming obstacles to incorporating multiple sources of knowledge; (3) enabling shared ownership of a conservation plan; and (4) improving social assessments. Techniques to explicitly communicate mental models can contribute to each phase of a conservation planning process-assessment, planning, management, and review. Conservation planners have much to gain by eliciting and sharing mental models in conservation planning processes.

ABSTRACT. Climate change and its interactions with complex socioeconomic dynamics dictate the need for decision makers to move from incremental adaptation toward transformation as societies try to cope with unprecedented and uncertain change. Developing pathways toward transformation is especially difficult in regions with multiple contested resource uses and rights, with diverse decision makers and rules, and where high uncertainty is generated by differences in stakeholders' values, understanding of climate change, and ways of adapting. Such a region is the Murray-Darling Basin, Australia, from which we provide insights for developing a process to address these constraints. We present criteria for sequencing actions along adaptation pathways: feasibility of the action within the current decision context, its facilitation of other actions, its role in averting exceedance of a critical threshold, its robustness and resilience under diverse and unexpected shocks, its effect on future options, its lead time, and its effects on equity and social cohesion. These criteria could potentially enable development of multiple stakeholder-specific adaptation pathways through a regional collective action process. The actual implementation of these multiple adaptation pathways will be highly uncertain and politically difficult because of fixity of resource-use rights, unequal distribution of power, value conflicts, and the likely redistribution of benefits and costs. We propose that the approach we outline for building resilient pathways to transformation is a flexible and credible way of negotiating these challenges.

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