Bill McKibben has argued that “it’s possible that there’s no greater example of corporate irresponsibility than climate change – I mean, these companies melted the Arctic, and then rushed to drill in the open water. ”
I stumbled on this debate on Twitter yesterday in a response by Clive Hamilton to a TED talk by Andy Revkin on ‘Charting Paths to a “Good” Anthropocene’. Andy’s talk stresses the potential for a more optimistic future by pointing to a number of cognitive and emotional strategies with which we can better adapt to the worsening climate crisis. Clive’s critique argues that this type of thinking is part of an emerging form of ‘ecopragmatism’ which promotes a hopelessly unrealistic vision of human capacity to adapt to the climate change pathways we will experience this century (this argument is further developed in an article that has just come out in Scientific American). Andy has responded, arguing that he doesn’t believe he and Clive are so far apart in terms of recognizing the very real dangers of the climate crisis and that he hopes those who have ‘bridled’ at his vision for a ‘good Anthropocene aren’t hoping for a bad one’!
Climate change is often characterised as a ‘crisis’ but is it more accurately understood as a ‘catastrophe’? This is a question I’ve been pondering during the last few days at the 8th International Conference in Critical Management Studies at the University of Manchester. Along with colleagues Christian De Cock, Daniel Nyberg and Sheena Vachhani, I’ve been involved in organising a conference stream which pondered the meanings of catastrophe under the somewhat mischievous title ‘We’re Fucked! Conceptualising Catastrophe’.
One of the things I’ve noticed in researching organizational responses to climate change is how often in an interview the person I’m talking to (typically a sustainability manager or consultant) will relate a particular event or story which symbolized the moment ‘they got’ climate change.
In an article Daniel Nyberg and I recently wrote in Organization Studies, we explored how sustainability managers develop different identities in negotiating between conflicting discourses and their sense of self. In describing how these identities arise, moments of realisation played a key part in these personal narratives.