Tag Archives: climate change

Disruptive change required to avoid existential threats

Decorative ink drawing by Zahrah Resh 2005It is easy for ideas or plans for transformational change to transition into transactional processes that deliver only incremental change.  Transformational change is about major shifts in culture, strategy or technology that causes substantial alterations in structure, organisation, behaviour and performance; whereas transactional changes occur within the existing structure and organisation.  Leading transformational change is hard and requires courage, vision, a willingness to listen to all stakeholders, decisiveness and communication, i.e. procedural justice and fair processes [see ‘Advice to abbots and other leaders‘ on November 13th, 2019].  If any of these components are absent, especially courage, vision and decisiveness, then transformational change can transition to a transactional process with incremental outcomes.  When the need to change becomes urgent due to existential threats, the focus should be on disruptive change [see ‘The disruptive benefit of innovation‘ on May 23rd 2018] but there is a tendency to avoid  such transformations and retreat into transactional processes that provide the illusion of progress.  Perhaps this is because transformational change requires leaders to be selfless, courageous and to do the right thing not just the easy thing [see ‘Inspirational leadership‘ on March 22nd, 2017]; whereas transactional processes occur within existing frameworks and hence minimise psychological entropy and stress [see ‘Psychological entropy increased by ineffectual leaders‘ on February 10th, 2021].  This tendency to avoid disruptive change happens at all levels in society from individual decisions about lifestyle, through product development in companies, to global conferences on climate change [see ‘Where we are and what we have‘ on November 24th, 2021].

Image: Ink drawing by Zahrah Resh, 2005. See ‘Seasons Greetings in 2020‘ on December 23rd, 2020.

Acknowledgement: thank you to a regular reader of this blog for the stimulating this post with a comment about transformational change left to the last minute becoming transactional.


It is hard to remain positive

Frequent readers of this blog will have noticed that I am regular reader of the FT Weekend pages.  I particularly like the ‘Life & Arts’ section for its balance of opinion and reviews.  However, one weekend last month I was depressed by two articles I read in quick succession.  Shannon Vallor described life as an ageing roller coaster with failed brakes and ‘accelerating climate change, a deadly pandemic and unravelling global supply chains’.  While on the facing page Nilanjana Roy wrote that the ‘past few decades have brought humankind and most other species on Earth to the brink of destruction’.  I was depressed because I agree with their analysis and our leaders seem either unaware of the impending crash of the roller coaster or unable to construct a global strategy to avert the looming destruction.  However, spiralling into negativity does not help because negativity tends to promote fight-or-flight survival mechanisms that can lead to narrow-mindedness, a lack of creativity and limiting one’s options to the tried and tested actions which are unlikely to avert destruction.  Whereas a positive outlook broadens your repertoire of options and builds physical, social and psychological resources.  Positive psychological capital, associated with hope, efficacy, resilience and optimism, leads to higher positive outcomes including commitment, successful outcomes, satisfaction and well-being.  In the face of apparently insurmountable challenges it is difficult to remain positive whether you are leading a small team, a department, an organisation or a country; nevertheless it is important to remain positive because research shows that the ‘happier and smarter’ approach works better than the ‘sadder but wiser’ style of leadership.  Of course, extreme positivity is usually delusional or irresponsible and can lead to complacency; so, you need to dodge that too.


Kelloway EK, Weigand H, McKee MC & Das H, 2013. Positive leadership and employee well-being. J. Leadership & Organizational Studies, 20(1), pp.107-117.

Nel T, Stander MW & Latif J. 2015, Investigating positive leadership, psychological empowerment, work engagement and satisfaction with life in a chemical industry. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 41(1):1243.

Nilanjana Roy, Lessons from 1971 for eco-activists today, in FT Weekend 9 October / 10 October 2021.

Shannon Vallor, Tech’s future shocks, in FT Weekend 9 October / 10 October 2021.

Youssef-Morgan CM, Luthans F. Positive leadership: Meaning and application across cultures. Organizational Dynamics 42:3:198–208, 2013

Inconvenient facts

The latest UN Climate Change Conference in Madrid, which is holding its closing session as I am writing this post, does not appear to have reached any significant conclusions.  Unsurprisingly, vested interests have dominated and there is little agreement on a plan of action to slow down climate change or to mitigate its impact. However, perhaps there is progress because two recent polls imply that 75% of Americans believe humans cause climate change and roughly half say that urgent action is needed.  This is important because the USA has made the largest cumulative contribution to greenhouse gas emissions with 25% of total emissions, followed by the EU-28 at 22% and China at 13%, according to the Our World in Data website.  However, the need for urgent action is being undermined by suggestions that we cannot afford it, or that we will have better technology in the future that will make it easier to act.  However, much of the engineering technology that is needed to remove fossil fuels from our economy is already available.   Of course, the technology will be improved in the future but that is always true because we are continually making technological advances.  We could replace fossil fuels as the energy source for all of our electricity, buildings and heating (31%) and for most of our industry (21%) and transportation (14%) using the technology that is available today and this could eliminate about two-thirds of current global greenhouse gas emissions. The numbers in parentheses are the percentage contributions to global greenhouse gas emissions according to the IPCC. Of course, it would require a massive programme of infrastructure investment; however, if we are serious then the subsidies paid to the oil and gas industry could be redirected toward decarbonising our economies.  According to the IMF, that is approximately $5.2 trillion per year in subsidies, which is about the GDP of Japan.  The science of climate change is well-understood (see for example ‘What happens to emitted carbon‘ and ‘Carbon emissions and surface warming‘) and widely recognised; the engineering technology to mitigate both climate change and its impacts is largely understood and implementation-ready; however, most urgently, we need well-informed public debate about the economic changes required to decarbonise our society.


Mark Maslin, The five corrupt pillars of climate change denial, The Conversation, November 28th, 2019.

United Nations Blog, The drive to a conclusion, December 13th, 2019.

Sandra Laville, Top oil firms spending millions lobbying to block climate change policies, says report, The Guardian, March 22nd 2019.

Footnote: The videos ‘What happens to emitted carbon‘ and ‘Carbon emissions and surface warming‘ are part of a series produced by my colleague, Professor Ric Williams at the University of Liverpool.  He has produced a third one: ‘Paris or Bust‘.


Engineering correspondents needed

Society’s perception  of scientists and engineers is not well-balanced; scientists tend to get the headlines when they make new discoveries while engineers are only in the headlines when things go wrong.  Even worse, when I was a student, the successes of the NASA’s space shuttle were usually reported as scientific achievements while its problems were engineering failures; when the whole programme was an enormous feat of engineering!  Perhaps this is because news organisations tend to have science correspondents and editors but no engineering correspondents.  When you search for engineering journalism jobs most of the results relate to roles associated with the technology of journalism; whereas a search for science journalism jobs results in dozens of vacancies for science writers, correspondents and editors.  The lack of engineering correspondents has been evident in the UK during the past week in reporting about the potential bursting of the dam at Toddbrock Reservoir and flooding of the town of Whaley Bridge in Derbyshire UK.  A 188 year old dam has been damaged by the turbulent flow of water over its spillway following unprecedented levels of rainfall (e.g. https://www.bbc.co.uk/news/uk-england-derbyshire-49222956). There is little discussion of the significant achievement of the Victorian engineers who designed and built a dam in the 1831 that has lasted 188 years or that climate change is causing shifts in weather patterns which have altered the design specifications for engineering infrastructure including dams, bridges and sea defences.  We need more journalists to write about engineering and preferable more journalists who have been educated as engineers particularly as society starts to face the potential existential threat caused by climate change and over-population.

For more on the nature of engineering, and its relationship to science, see ‘Making things happen‘ on September 26th, 2018; ‘Engineering is all about ingenuity‘ on September 14th, 2016 and ‘Life takes engineering‘ on April 22nd 2015.

And on the communication skills of engineers: ‘Poetasting engineers‘ on March 4th, 2015 and ‘Einstein and public engagement‘ on August 8th, 2018.