Last time on the blog I set out some of the challenges facing people who are social science champions in their conservation organisation. Maybe they’re the lone trained social scientist. Maybe they have some awareness of the need for ‘the people dimension’ of research but aren’t sure where to start. Maybe they’re a strategic lead who has this on their radar. Whatever the role is, often the challenges are the same. You can take a look at that blog here, and see if it rings true for you. 

I’m an optimist, so wherever there are challenges, I’m excited to find the solutions! And when it comes to promoting the benefits of social science within conservation, I have years of experience to draw from. I’ve learned (often the hard way) the dos and don’ts to navigate this sometimes under-supported but vital role. Based on my experiences as a social science catalyst, and my role now in supporting catalysts…here are five ways I’ve found to make your life easier and more impactful.

1. Understand what’s behind the resistance

A lack of understanding or training in social science is a sector-wide problem. It’s still the case that natural science undergraduates don’t routinely get any teaching on social science basics. So, as well as a lack of research skills, there’s a more foundational problem: a lack of conversation and limited awareness of the role social science  – and people – have to play in achieving conservation success. This gives rise to a lot of myths about what social science involvement in conservation work might look like. 

It also gives rise to misguided resistance. So, as a social science champion, rather than feel disheartened by the negativity that might get thrown your way, try to clue into what’s behind it. For example: 

• Overwhelm: if you’re speaking to someone who is already feeling up against deadlines, who is giving their all to their work, then the idea of another dimension to their work feels just too much to take on board
• Financial constraints: when budgets are tight, who’s paying for the social scientist, or the social science training? It can be easier to just avoid the issue
• Shock: many people in the conservation sector who are on an ecological pathway are in their profession to move their mission forward – for the benefit of the planet. It can be devastating to consider the possibility that there’s a fundamental gap in their approach and training – that ecology alone is never going to be the answer
• Not recognising the importance of people: if someone has trained as an ecologist, they might (understandably) be single-mindedly focussed on their specialism. However, until they recognise the role people have to play in relation to plankton, or pangolins, or whatever they are researching, they will be missing a vital part of the picture. 
• Fear of ignorance: academia is all about specialising. You become an expert. It’s a vulnerable position to take, acknowledging there are research methodologies you’re not versed in. 

Of course, people aren’t usually going to say these things directly. It’s up to you to clue into what might be at play behind the scenes, and diplomatically address that issue. Which is what we’ll explore next. 

2. Use the right key for the right lock

There are many sound arguments for bringing social science into conservation work. Not all of those arguments will be equally persuasive to the person in front of you. As a social science champion, your task is to speak the right language. And this will all depend on the responsibilities of the person you are trying to get on board, and your understanding of where any resistance is coming from. More often than not, these issues are linked. 

For example, if you’re talking to a senior manager, your focus will be on how social science can help the organisation achieve its strategic goals. You can talk about how better social science literacy and capacity can help the organisation align with its mission and values. An organisation that claims to be ‘evidence-driven’, for example, is missing out by not making use of social science research. 

If you’re talking to a scientist with a particular interest, for example, in a species or habitat, they will also be missing out if they don’t consider how the people aspect relates to their area of focus. Lots of challenges in conservation relate to humans, yet the evidence for how humans affect or are affected by all sorts of ecological issues is often lacking.

If you are talking to an equality or diversity lead, there is a clear moral argument for inclusion of social science. Environmental decline will have an impact on people, just as environmental protection will, and often it is the most vulnerable sections of society who are most affected. 

Sometimes you’ll be able to figure out in the midst of your conversation what the ‘right key’ is for the person you’re talking to, and steer discussion towards what’s important to them. More often it’s a case of building relationships over time. The shift in thinking that’s required to meaningfully integrate social science into an organisation’s way of doing things takes time, so don’t be disheartened. 

3. Plan for repetition

As I mentioned in my previous blog, if you’re a social science champion you will find yourself repeating arguments, or foundational pieces of information, week in, week out. This is something you will need to make peace with, for the time being. Unfortunately, across the conservation sector there is a skills and knowledge gap when it comes to social science. One that you will be unable to fix singlehandedly (which is why point five, below is so pertinent!). Which is why you need to harness the repetition to make the case for capacity development. 

I have three suggestions for how to manage the repetition, without feeling as though you’ll explode:

• Set out some boundaries. If you find you are asked to ‘take a quick look over this questionnaire’ several times a week, or something similar, create a surgery review session, where you talk through the questionnaire and everyone can ask their questions.  As well as being more efficient for you, this helps to develop knowledge and networks across the organisation
• Log your time and make managers aware. One of the dangers of being a social science champion is that it’s invisible work. And as long as you keep dealing with the questions and supporting the people who need it, there will be no impetus to grow capacity for social science. So let the leaders know what the demands on your time are, and where they are coming from. It demonstrates an organisational need, as well as flags the burden on you.
• Be kind. Some questions will come from a place of scepticism, even derision. Others will come from a place of genuine curiosity. As understandable as it is to be frustrated, these questions are a good thing. They show that social science is making its way onto the agenda. You need people to be more vocal, not less, so treat everyone with as much patience as you can manage! It’s more evidence for the need to develop capacity for social science rather than rely on a small number of key individuals. 

4. Talk to everyone

 

From interns to CEOs, everyone is a potential social science supporter. And, as I mentioned in the previous blog, being the ‘expert’ or the go-to person, means you often have more exposure to people of all levels of seniority, and from all areas of the organisation. 

Take advantage of the opportunities this position offers to get your message out: social science is needed, and social scientists needs to be involved early on in the planning process. As social science deals with the people element of research, you’ll find Human Resources, Communications, Finance leaders all need – or want – to hear what you have to say at some point. 

It may be that current research or projects are too far progressed to have any meaningful social science input, so you can focus instead on the next round. How can you make the case for social science, and who do you need to influence to do so?

5. Build a support network

This is my last piece of advice, but it should probably be up there first. You already know that being a social science champion is draining, and often lonely. And reviewing this list of tips I’ve just shared underscores that message: as well as fulfilling other substantive aspects of your role you’re also required to be a diplomat, psychologist and lobbyist for the social sciences. 

Building a network of others in the same boat doesn’t just provide you with moral support, and a safe place to vent, when needed. It’s also valuable for your continual professional development, and for problem solving. Whether it’s a technical research issue you’ve not come across before, or a more political ‘how do I sell this to my manager?’ issue, a network can help you move through obstacles more quickly. 

So seek out the people who face similar challenges to you, and people who have gone before. I’m very happy to be part of your support network!

I hope those five pieces of advice help to make your working life easier. They are all tactics I deployed in my time as ‘the social science person’ before starting Human Nature, and ones I now use to support other social science catalysts. I’d love to hear if they resonate with you.

The very final point I’d like to make is that it’s worth it. 

This work is so important. I cannot say this strongly enough.  Social science needs to be integrated more effectively across the conservation sector, at a much larger scale. You’re a pioneer, at the forefront of a new, interdisciplinary era. Please keep going! 

The four month Catalysts programme is new for 2026, and designed for people like you. It’s for people who find themselves at the forefront of social science in conservation organisations, and need support to create capacity and real change.

We start in September 2026. To find out more drop me an email at rebecca@humannature.co.uk.  I’d love to hear from you and support you to take the next steps in leading social science change in your organisation.

Blog updated June 2026