Article

Climate

Comment

Politics

22 September 2024

1 min read

Climate meets politics at UN summits, so who will save us?

It's that time of year when commitments to change are sought. Is there a different way to power the energy transition?

Julia Kendal

Juila is a writer and social justice advocate.

A fallen statute with tyre tracks over it lies on the steps to a government building, in a form of protest.

Climate protest, Berlin.

Nico Roicke on Unsplash.

We’re coming up to a tipping point: the autumn equinox, when the balance of light and dark shifts. For some, this season change still carries the possibility of September – new term, fresh notebook; for others, myself included, there’s more a feeling of ‘here we go again’ with the nights closing in and the hurtle to the end of another year.

On the global scale, it also kicks off the pattern of international summits and negotiations to drive progress on making this world, our world, a bit fairer, safer, and more hopeful. World leaders gather in New York for the United Nations (UN) General Assembly; then it won’t be long until the next UN Climate Summit (COP29) in Baku, swiftly followed by discussions in Busan to create a new UN Treaty to end plastic pollution. Perhaps that draws another sigh; here we go again.

But there’s something new this time on the agenda in New York: the UN’s Summit of the Future on 22-23 September. It is being touted as a ‘once-in-a-generation’ opportunity to forge a better way forward. Will this be the moment that saves not just us, but future generations and the natural world too?

A few years ago, I was involved in organising an event that brought together experts in sustainable development from science, government and civil society. To get the conversation going, we wrote this question on a flipchart: What will save us over the next decade? We asked people to cast their vote with a sticker, giving them just three options: government; society; technology.

As people gathered around, we noticed a general pattern emerging:

the scientists voted for government
the civil servants voted for society
people from civil society voted for technology

There seemed to be subtext to all this:

‘Who will save us?

Not me.’

I wonder if in that moment, the people voting – knowledgeable and connected, experts in their industries – were feeling the limits of their power.

When we brush up against our own limitations, it can be tempting to look elsewhere for reassurance. I find hope in a too-little-known story of change, a kind of David and Goliath story , that cuts across government, society and technology. A story that has seen leaders held to account, voices heard and literally billions of dollars shifted out of fossil fuels and into clean energy.

It might seem distant from our day to day lives, such wrangling over exact punctuation at global summits. But these commitments can have long-lasting influence.

People said it was impossible, because no one had ever done it before. For decades, the UK and other wealthy nations provided billions in taxpayers’ money for fossil fuel projects in other countries around the world. People’s taxes were spent on a gas plant in Mozambique, oil fields in Brazil, thereby fuelling the climate crisis and risking locking low-income countries into using fossil fuels for decades to come instead of investing in the clean energy transition.

This is a transition that has begun. In most places around the world, solar and wind are cheaper and more easily accessible than oil, gas or coal. Power is transformational; it fuels homes, schools and hospitals, it unlocks jobs, education and healthcare. And it’s getting to the point where there’s little reason it can’t be renewable.

With the technology getting there, it became time for the political will to shift too. So, a few years ago, a small group of campaigners came together to push for an end to this funding in the UK. They built relationships with MPs and civil servants, they got the media interested in this fairly niche issue, and they worked with the communities affected by UK-funded projects, coming with a straight-forward message that got to the heart of the injustice: stop funding fossil fuels overseas.

And it worked. In December 2020, the UK announced an end to all taxpayer support for overseas fossil fuel projects, the first high-income country to do this. But not the last. In the run up to the 2021 UN Climate Summit, campaigners and civil servants worked to get 38 more countries and large banks to make the same commitment to end funding for fossil fuels and shift it into renewable energy projects. With Norway and Australia joining at COP28 last year, that group now numbers 41, and represents over $28 billion a year that could be shifted from fossil fuels and into clean energy.

It’s not been plain sailing, and it’s not fully in the bag. For a few years, I got work alongside the incredible advocates at the frontline of this work. A few weeks ago, some of them published a new report which found good progress on the fossil fuels part of the pledge but much more work needed from governments on getting that money into the renewable energy projects that could be transformative for the 685 million people who currently don’t have access to electricity.

This story reminds me that ‘saving us’ isn’t a once and done thing. It’s bigger than that; something to be lived out, imperfectly, with others, over the years.

One of the hot topics at the Summit for the Future, is whether the leaders can agree to transition away from fossil fuels in a new ‘Pact for the Future’, echoing language that was fought for, weakened, then mostly put back into the final commitment made at COP28 last year. (This counts as a high stakes drama in the climate policy world). It might seem distant from our day to day lives, such wrangling over exact punctuation at global summits. But these commitments can have long-lasting influence. For nearly 80 years, the Universal Declaration of Human Rights has been protecting people – or showing the gap when their rights are being violated.

And really, this isn’t just about words, it’s about power.

Part of the problem with our question on that flipchart was that it divorced people and opportunities, rather than bringing them together. The best way of driving change is to build collective power, holding each other and our decision-makers to account.

Perhaps thinking of the future brings more fear than hope. But this story reminds me that ‘saving us’ isn’t a once and done thing. It’s bigger than that; something to be lived out, imperfectly, with others, over the years. And lived out with God. This is a partnership that he invites us into: to join in his work of seeing a world full of potential being nurtured and restored. We might not see the whole change we hope for, but sometimes we’ll get to see the scales tip.

The energy transition has begun – but it’ll take the collective influence of a movement of people to ensure that it’s fast, fair and serves those who need it most. With a big gap remaining between the finance needed and the finance pledged, all eyes are on this year's COP29 in Baku to see tangible progress.

Here we go again.

Article

Character

Culture

Leading

19 September 2024

6 min read

We need strategic empathy to fathom both geopolitics and each other

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson Csorba

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.

What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency.

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible. This exercise might be aided by AI, but it is at its heart a human endeavour.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance.

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating.

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?”

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.