Prevailing narratives within the conservation decision-making literature argue conservation professionals should utilize rational, objective methods that do not engage emotion to make decisions. However, as conservation professionals are emotional beings, it is inevitable that emotion will be present during such processes. Perpetuated narratives and limited investigation into the involvement of conservation professionals’ emotion in decision-making processes mean the emotional selves of conservationists continue to be denied and unexplored, potentially hindering transformative change. To trouble these prevalent narratives, I investigate if and how conservationists’ emotion is involved in decision-making and whether external structures influence this involvement. Sixteen conservation professionals took part in this study. The data were gathered through semi-structured interviews, the diary method and a workshop, and were subjected to a thematic analysis. The findings demonstrate that conservationists’ emotion plays three roles within conservation decision-making processes: as a way of knowing, as a (de)motivator, and as a relationship shaper. These roles are not recognized or nurtured, and this is predominantly influenced by organizational culture. These findings indicate the need for conservation organizations to create healthy emotional cultures, to in turn enable professionals to acknowledge, and utilize, the roles of emotion within their work. Additionally, creating organizational cultures that encourage and enable the expression of, engagement with, and reflection on emotion could support conservationists to enact transformative change and transform the field of conservation itself.

The Intergovernmental Science–Policy Platform for Biodiversity and Ecosystem Services (IPBES) has played an important role in assessing knowledge and raising awareness of biodiversity loss, and it is now also mandated to assess and support processes of transformative change. This perspective paper argues that the transformative change assessment entails key elements of transformative agency, which, along with the performative role of IPBES, makes it relevant to re-conceptualize the organization as a transformative agent. This new role will change IPBES and brings attention to risks related to undermining the credibility, relevance and legitimacy of IPBES, but it also brings opportunities for innovations that may strengthen the organization, including furthering public reasoning, acknowledging ambiguities and disagreements, ensuring scientific autonomy and balancing governmental power in the organization. As IPBES takes on the fundamental challenge of transformative change, critical scrutiny and democratic debate regarding its function as a political actor are more important than ever.

The impacts of the COVID-19 pandemic extend to global biodiversity and its conservation. Although short-term beneficial or adverse impacts on biodiversity have been widely discussed, there is less attention to the likely political and economic responses to the crisis and their implications for conservation. Here we describe four possible alternative future policy responses: (1) restoration of the previous economy, (2) removal of obstacles to economic growth, (3) green recovery and (4) transformative economic reconstruction. Each alternative offers opportunities and risks for conservation. They differ in the agents they emphasize to mobilize change (e.g. markets or states) and in the extent to which they prioritize or downplay the protection of nature. We analyse the advantages and disadvantages of these four options from a conservation perspective. We argue that the choice of post-COVID-19 recovery strategy has huge significance for the future of biodiversity, and that conservationists of all persuasions must not shrink from engagement in the debates to come.

There is a call to change societies to become more sustainable. We examine how the concept of sustainability transformation has been used and find that it has been defined in many ways. The concept is still used without many real-world examples – we found only four studies that had assessed whether a multi-sectoral sustainability transformation had taken place. There is a need to further clarify what sustainability transformation means and how it can be assessed.

This article explores some implications of the concept of transformative change for the debate about human enhancement. A transformative change is understood to be one that significantly alters the value an individual places on his or her experiences or achievements. The clearest examples of transformative change come from science fiction, but the concept can be illuminatingly applied to the enhancement debate. We argue that it helps to expose a threat from too much enhancement to many of the things that make human lives valuable. Among the things threated by enhancement are our relationships with other human beings. The potential to lose these relationships provides a compelling reason for almost all humans to reject too much enhancement.

To what extent do the ways in which we anticipate threats, analyze their possible consequences and determine ways to mitigate them explain the causes of warfare in the future? This article – though never attempting to predict – poses plausible causes of future wars that may stem from transformative change over the next two decades. In asking the question “Are we ready?” to deal with such wars, the answer is framed in terms of the interrelationship between the prospect of profound change, emerging tensions, unprecedented violence and organizational capacities to deal with complexity and uncertainty. To be prepared to deal with the prospect of future wars, relevant organizations have to be more anticipatory and adaptive, while at the same time looking for new ways to engage the wider international community. The article concludes with a set of recommendations intended to meet such organizational challenges – with the aspiration that the question “Are we ready?” can be answered more affirmatively in the future.