Well the IPCC‘s latest scientific report has come out confirming what many of us have suspected – that anthropogenic climate change is on track with previous worst-case scenarios and the future prognosis is bleak. Given the IPCC is by its nature a conservative organisation, it seems likely that as before, the current report may well underestimate some climate impacts. Be that as it may, this is startling and confronting to read given the import of its conclusions.
So here’s the thing. Despite decades of debate and a scientific consensus that anthropogenic climate change is a real and present danger to not only our societies, but our future as a species – greenhouse gas emissions continue their inexorable rise. This year we passed the symbolic 400 ppm CO2 concentration levels (not seen on Earth for several million years) and we now appear destined to exceed the politically constructed fiction of a 2 degree limit on global warming. The house is on fire, the experts are screaming ‘do something!’, and yet we remain oblivious, addicted to the distractions of hyper-consumption and tech-toys. Which brings me to the topic of this post: can our political systems actually deal with the challenge of climate change?
How well do humans respond in a crisis and how we will react in the ‘new normal’ of on-going climate crisis? This is a question I’ve been pondering more and more in thinking about the human and organizational dimensions of climate change.
In March this year, the Sydney Network on Climate Change and Society in association with the University of Sydney Business School organized a one-day symposium exploring how businesses as social actors have responded to the emerging climate crisis. The symposium featured a keynote address by Professor Andy Hoffman, the Holcim (US) Professor of Sustainable Enterprise at the University of Michigan, followed by contributions from other influential academic writers on climate change, and insights from a range of business practitioners at the leading edge of corporate environmental sustainability.
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.