Tag: sustainability

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Nature vs. Nurture

Nature vs. Nurture:

Are Social Entrepreneurs Born or Made?

Blog by Wayne Visser

Part 7 of 13 in the Age of Responsibility Blog Series for 3BL Media.

What do Taddy Blecher, Anurag Gupta, Wang Chuan-Fu and all of the other social entrepreneurs have in common? Is this a special breed of human being? Are social entrepreneurs born or can they be made? In the academic literature, there is an interesting thread of research that is around the concept of ‘champions’ in organisations, especially ‘environmental champions’. The idea draws on prior conceptions of the human resources champion in the 1970s and 1980s, before HR became institutionalised.

Academics define environmental champions as people who can attractively express a personal vision about environmental protection that is in tune with both industry’s needs and wider public concern and who convince and enable organisation members to turn environmental issues into successful corporate programs and innovations. Environmental champions have been showed to imbue a combination of characteristics, including being a catalyst, champion, sponsor, facilitator and demonstrator. Their skills include the ability to identify, package and sell environmental issues within their organisations.  Their effectiveness in engaging others rests heavily on expertise, top management support and a strong appreciation for the problems that every business unit or operations manager faces.

Research on champions is not confined purely to the environmental dimension of sustainability. Others have written about socially responsible change-agents, as well as managers’ individual discretion as a component of corporate social performance. British academic Christine Hemingway, for example, finds that CSR can be the result of championing by a few managers, based on their personal values and beliefs, despite the personal and professional risks this may entail. Individual managers are also often mediators in corporate philanthropy and stakeholder influence. Hence, the notion of CSR champions has emerged as an important concept, which I will return to this in the final blog on individual change agents.

Bill Drayton, who has been involved in selecting and tracking the progress of the 2,700 Ashoka Fellows, believes social entrepreneurs ‘focus everyday on the “how to” questions. How are they going to get from here to their ultimate goal? How are they going to deal with this opportunity or that barrier? How are the pieces going to fit together? They are engineers, not poets. … The entrepreneur’s job is not to take an idea and then implement it. That is what franchisees do. The entrepreneur is building something that is entirely new – by constantly creating and testing and recreating and then testing and recreating again’ …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/blog_nature_nurture_wvisser.pdf”]Pdf[/button] Nature vs Nurture (blog)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Link[/button] The Age of Responsibility (book)

Cite this blog

Visser, W. (2012) Nature vs. Nurture: Are Social Entrepreneurs Born or Made, Wayne Visser Blog Briefing, 20 March 2012.

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CSR 2.0: The New DNA

CSR 2.0 as the New DNA of Business

Blog by Wayne Visser

Part 6 of 13 in the Age of Responsibility Blog Series for 3BL Media.

By May 2008, it was clear to me that the evolutionary concept of Web 2.0 held many lessons for CSR, and I began to develop my thinking around CSR 2.0. It quickly became clear, however, that a metaphor can only take you so far. What was needed was a set of principles against which we could test CSR. These went through a few iterations, but I eventually settled on five, which form a kind of mnemonic for CSR 2.0: Creativity (C), Scalability (S), Responsiveness (R), Glocality (2) and Circularity (0). These principles, which will be explored in detail in the next chapters, can be described briefly as follows:

Creativity  – The problem with the current obsession with CSR codes and standards (including the new ISO 26000 standard) is that it encourages a tick-box approach to CSR. But our social and environmental problems are complex and intractable. They need creative solutions, like Free-play’s wind-up technology or Vodafone’s M-Pesa money transfer scheme.

Scalability – The CSR literature is liberally sprinkled with charming case studies of truly responsible and sustainable projects. The problem is that so few of them ever go to scale. We need more examples like Wal-Mart ‘choice editing’ by converting to organic cotton, Tata creating the affordable eco-efficient Nano car or Muhammad Yunus’s Grameen microfinance model.

Responsiveness – More cross-sector partnerships and stakeholder-driven approaches are needed at every level, as well as more uncomfortable, transformative responsiveness, which questions whether particular industries, or the business model itself, are part of the solution or part of the problem. A good example of responsiveness is the Corporate Leaders Group on Climate Change.

Glocality – This means ‘think global, act local’. In a complex, interconnected, globalising world, companies (and their critics) will have to become far more sophisticated in combining international norms with local contexts, finding local solutions that are culturally appropriate, without forsaking universal principles. We are moving from an ‘either-or’ one-size-fits-all world to a ‘both-and’ strength-in-diversity world.

Circularity – Our global economic and commercial system is based on a fundamentally flawed design, which acts as if there are no limits on resource consumption or waste disposal. Instead, we need a cradle-to-cradle approach, closing the loop on production and designing products and processes to be inherently ‘good’, rather than ‘less bad’, as Shaw Carpets does.

I believe that CSR 2.0 – or Systemic CSR (I also sometimes call it Radical CSR or Holistic CSR, so use whichever you prefer) – represents a new model of CSR. In one sense, it is not so different from other models we have seen before. We can recognise echoes of Archie Carroll’s CSR Pyramid, Ed Freeman’s Stakeholder Theory, Donna Wood’s Corporate Social Performance, John Elkington’s Triple Bottom Line, Stuart Hart and C.K. Prahalad’s Bottom of the Pyramid, Michael Porter’s Strategic CSR and the ESG approach of Socially Responsible Investment, to mention but a few. But that is really the point – it integrates what we have learned to date. It presents a holistic model of CSR.

The essence of the CSR 2.0 DNA model are  …

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Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Link[/button] The Age of Responsibility (book)

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Visser, W. (2012) CSR 2.0 as the New DNA of Business, Wayne Visser Blog Briefing, 13 March 2012.

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Changing the World, One Leader at a Time

Changing the World, One Leader at a Time

Blog by Wayne Visser

Part 12 of 13 in the Age of Responsibility Blog Series for CSRwire.

We face a crisis of leadership. Our global challenges loom large and clear, but we seem to lack leaders who can make change happen at a scale and speed that match the size and urgency of the problems we face. In an attempt to understand this leadership impasse, I’ve done some research with the University of Cambridge’s Programme for Sustainability Leadership on how change happens. In this blog, I’ll briefly outline some of our conclusions.

Let’s start with what kind of change we’re talking about. Jim Collins, author of Good to Great, observes that companies that went from being ‘good to great’ did not rely on revolutions, dramatic change programmes or wrenching restructurings. ‘Rather, the process resembled relentlessly pushing a giant flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond.’

So we’re talking about catalysing and scaling up change. And for this change to be successful, leaders need to foster and entrench new values, culture, incentives, rules and resources. In Accenture and the UN Global Compact’s 2010 survey, 54% of CEOs felt that a cultural tipping point on sustainability is only a decade away—and 80% believe it will occur within 15 years, so perhaps we are nearing a moment of infectious change. Meanwhile, at the organisational level, leaders must catalyse change for sustainability through a suite of actions, including innovation, empowerment, accountability, closed-loop practices and collaboration.

We found that effective sustainability leaders are good at promoting creativity in business models, technology, products and services that address social and environmental challenges. Sustainability leaders also implement structures and processes for good governance, transparency and stakeholder engagement.

Accountability does not have to be all about structures and controls however. Collins believes great leaders foster a culture of discipline, saying ‘When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls’. According to Jeffrey Immelt, CEO of G.E., ‘Enron and 9/11 marked the end of an era of individual freedom and the beginning of personal responsibility. You lead today by building teams and placing others first. It’s not about you.’

The best sustainability leaders adopt principles of cradle-to-cradle production, internalising externalities and extending these principles to the supply chain. Sustainability leaders also build formal cross-sector partnerships, as well as innovative and inclusive collaborative processes such as social networking (Web 2.0). Betty Sue Flowers, co-author of Presence, poses the challenge as a question, saying, ‘We know a lot about heroic action because that’s in the past of leadership. But how do you have leadership in groups across boundaries, multi-nationally?’

At the people level, leaders catalyse change for sustainability by providing a compelling vision, encouraging long term thinking, making strategic investments and promoting intergenerational equity. Immelt says ‘every leader needs to clearly explain the top three things the organization is working on. If you can’t, then you’re not leading well.’ Ray Anderson, the late CEO of Interface, saw this as a process of inclusion, saying …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/06/blog_change_leader_wvisser.pdf”]Pdf[/button] Changing the World, One Leader at a Time (blog)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Link[/button] The Age of Responsibility (book)

Cite this blog

Visser, W. (2012) Changing the World, One Leader at a Time, Wayne Visser Blog Briefing, 12 January 2012.

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Sustainability Leadership

Sustainability Leadership:

Linking Theory and Practice

Paper by Wayne Visser & Polly Courtice

Abstract

The paper aims to create a clearer understanding of the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature, defining the concept of sustainability leadership, and presenting a model of sustainability leadership in practice. The model was tested with a sample of senior business leaders and refined in line with their feedback. The model presents insights on sustainability leadership in three areas: context, individual characteristics, and actions. The model is illustrated using quotes from senior business leaders that are focused on sustainability in their organisations.

Introduction

This paper is based on research conducted by the University of Cambridge Programme for Sustainability Leadership (CPSL), which works with business, government and civil society to build the capacity of leaders, both to meet the needs of their stakeholders and to address critical global challenges. The paper is an attempt to create a clearer understanding of the nature of sustainability leadership and how it can contribute to transformational change.

The Model of Sustainability Leadership that we have developed was corroborated by interviews with the following business leaders, conducted in 2010: Neil Carson, CEO of Johnson Matthey; Ian Cheshire, CEO of Kingfisher; Jeffrey Immelt, CEO of General Electric; Philippe Maso, CEO of AXA; Jan Muehlfeit, Chairman of Microsoft Europe; Truett Tate, Group Executive Director: Wholesale, for Lloyds Banking Group; José Lopez, Executive Vice President: Operations and GLOBE of Nestle; and Sandy Ogg, Chief Human Resources Officer for Unilever. The paper and the model are illustrated by extensive quotations from these interviews.

Definitions and Theories of Leadership

De Vries (2001) reminds us that the Anglo-Saxon etymological root of the words lead, leader and leadership is laed, which means path or road. The verb means to travel. Thus a leader is one who shows fellow travellers the way by walking ahead. He also suggests that leadership – which focuses on the effectiveness of strategy – is different to management – which deals with the efficiency of operations.

Ian Cheshire (2010), CEO of Kingfisher, says “leadership is about getting people to go where they wouldn’t have gone on their own”. Rather more flamboyantly, management guru Tom Peters (1989) suggests leadership is about “discovering the passion, persistence and imagination to get results, to be able to find the Wow factor and to be able to think the weird thoughts necessary to learn and thrive in a disruptive age”.

The element of transformational change in Peters’ definition makes it particularly relevant to sustainability. We have a working definition of leadership, as follows:

“A leader is someone who can craft a vision and inspire people to act collectively to make it happen, responding to whatever changes and challenges arise along the way.”

In addition to definitions, there are also various theories on leadership and while it is not our intention to provide an exhaustive review of these, they do set a frame for sustainability leadership. Hence, we can distinguish three main approaches to understanding leadership …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/06/paper_sustainability_leadership_wvisser.pdf”]Pdf[/button] Sustainability Leadership (paper)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/corporate-sustainability-responsibility”]Page[/button] Corporate Sustainability & Responsibility (book)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.cpsl.cam.ac.uk/”]Link[/button] Cambridge Programme for Sustainability Leadership (website)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1947221″]Link[/button] Social Science Research Network (website)

Cite this article

Visser, W. & Courtice, P. (2011) Sustainability Leadership: Linking Theory and Practice, SSRN Working Paper Series, 21 October 2011. Published on SSRN at: http://ssrn.com/abstract=1947221

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The Nature of CSR Leadership

The Nature of CSR Leadership:

Definitions, Characteristics and Paradoxes

Paper by Wayne Visser

In CSR circles, we see the task of creating a more equitable and sustainable world as both a serious challenge and an enormous opportunity. We are convinced that without bold and effective leadership – at a political, institutional and individual level – we will fail to resolve our most serious social and environmental crises. We will also miss out on the vast business opportunities presented by society’s transition to a sustainable economy.

Over the past few years, in response to these global challenges and opportunities, we have seen more and more evidence of CSR leadership emerging, albeit not nearly enough. In order to better understand what makes these leaders effective catalysts for positive change, I have been conducting research with the University of Cambridge Programme for Sustainability Leadership (CPSL), mainly focused on individual leaders in business. In this short paper, I present some of our initial findings and conclusions.

What is Leadership?

Our first step in understanding CSR leadership was to go back to the basics and ask, What is leadership? There are of course numerous existing definitions (see for example Box 1). However, the definition we developed at CPSL is that a leader:

Someone who can craft a vision and inspire people to act collectively to make it happen, responding to whatever changes and challenges arise along the way.

There are also various theories on leadership and while it is not our intention to provide an exhaustive review of these, they do set a frame for CSR leadership. Hence, we can distinguish three main approaches to understanding leadership:

  1. The Trait/Style school, which focuses on the characteristics or approaches of individual leaders;
  2. The Situational/Context school, which focuses on how the external environment shapes leadership action; and
  3. The Contingency/Interactionist school, which is about the interaction between the individual leader and his/her framing context.

To these can be added the rather more practical tenets of leadership as described by Goffee and Jones (2009):

  1. Leadership is relational.  It is something you do with people, not to people.  Put simply, you cannot be a leader without followers.  Like all relationships, it needs to be monitored and cultivated.
  2. Leadership is non-hierarchical.  Formal authority or a title doesn’t make you a leader.  Leaders can be found at all levels.
  3. Leadership is contextual.  You need to size up and tap into what exists around you and then bring more to the party.

What is CSR Leadership?

These general perspectives on leadership establish the foundation for our more specific enquiry into the nature of CSR leadership. Based on our review of the academic literature, together with CPSL’s experience working with senior leaders over the past 20 years, we distilled the following simple definition: A CSR leader is someone who inspires and supports action towards a better world …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/05/paper_csr_leadership_wvisser.pdf”]Pdf[/button] The Nature of CSR Leadership (paper)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Page[/button] The Age of Responsibility (book)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.cpsl.cam.ac.uk”]Link[/button] Cambridge Programme for Sustainability Leadership (website)

Cite this article

Visser, W. (2011) The Nature of CSR Leadership: Definitions, Characteristics and Paradoxes, CSR International Paper Series, No. 4.

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The DNA Model of CSR 2.0

The DNA Model of CSR 2.0:

Value Creation, Good Governance, Societal Contribution and Ecological Integrity

Article by Wayne Visser

I believe that CSR 2.0 – or Transformative CSR (I also sometimes call it Systemic CSR, Radical CSR or Holistic CSR, so use whichever you prefer) – represents a new holistic model of CSR. The essence of the CSR 2.0 DNA model are the four DNA Responsibility Bases, which are like the four nitrogenous bases of biological DNA (adenine, cytosine, guanine, and thymine), sometimes abbreviated to the four-letters GCTA (which was the inspiration for the 1997 science fiction film GATTACA). In the case of CSR 2.0, the DNA Responsibility Bases:

  • Value creation;
  • Good governance;
  • Societal contribution; and
  • Environmental integrity

Hence, if we look at Value Creation …

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Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Page[/button] The Age of Responsibility (book)

Cite this article

Visser, W. (2011) The DNA Model of CSR 2.0: Value Creation, Good Governance, Societal Contribution and Ecological Integrity, CSR International Inspiration Series, No. 9.

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The Call to Responsibility

The Call to Responsibility:

Our Ability to Respond

Chapter by Wayne Visser

Extract from The Age of Responsibility

Quotes

We have the Bill of Rights. What we need is a Bill of Responsibilities. —Bill Maher

It is easy to dodge our responsibilities, but we cannot dodge the consequences of dodging our responsibilities. —Josiah Charles Stamp

Let everyone sweep in front of his own door, and the whole world will be clean. —JohannWolfgang von Goethe

In times like these men should utter nothing for which they would not be willingly responsible through time and in eternity. —Abraham Lincoln

The Meaning of Responsibility

Do you sigh when you hear the word responsibility? Perhaps responsibility is even a dirty word in your vocabulary. Perhaps you associate it with burdens and restrictions; the opposite of being carefree and without obligations. But responsibility doesn’t have to be a chore, or a cage. It all depends how you think about it.

Responsibility is literally what it says – our ability to respond. It is a choice we make – whether to be attentive to our children’s needs, whether to be mindful of the plight of those less fortunate, whether to be considerate of the impact we have on the earth and others. To be responsible is to be proactive in the world, to be sensitive to the interconnections, and to be willing to do something constructive, as a way of giving back.

If we expect the right to fair treatment, we have a responsibility to respect the rule of law and honour the principle of reciprocity. If we believe in the right to have our basic needs met, we have the responsibility to respond when poverty denies those rights to others.

Taking responsibility, at home or in the workplace, is an expression of confidence in our own abilities, a chance to test our own limits, to challenge ourselves and to see how far we can go. Responsibility is the gateway to achievement. And achievement is the path to growth. Being responsible for something means that we are entrusted with realising its potential, turning its promise into reality. We are the magicians of manifestation, ready to prove to ourselves and to others what can happen when we put our minds to it, if we focus our energies and concentrate our efforts.

Being responsible for someone – another person – is an even greater privilege, for it means that we are embracing our role as caregivers, helping others to develop and flourish. This is an awesome responsibility, in the truest sense, one which should be embraced with gratitude, not reluctantly accepted with trepidation. Responsibility asks no more of us than that we try our best, that we act in the highest and truest way we know. Responsibility is not a guarantee of success, but a commitment to trying.

So why is responsibility seen by many as such an onerous burden? …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/03/book_aor_chap1.pdf”]Pdf[/button] The Call to Responsibility (chapter)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Page[/button] The Age of Responsibility (book)

Cite this chapter

Visser, W. (2011) The Call to Responsibility: Our Ability to Respond, In W. Visser, The Age of Responsibility: CSR 2.0 and the New DNA of Business, London: Wiley.

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Corporate Sustainability and the Individual

Corporate Sustainability and the Individual:

Understanding What Drives Sustainability Professionals as Change Agents

Paper by Wayne Visser and Andrew Crane

Abstract

This paper looks at what motivates sustainability managers to devote their time and energies to addressing social, environmental and ethical issues. It is rooted in the literature on the role of individuals as change agents for corporate sustainability, in particular in their capacity as environmental or social ‘champions’. The paper presents in-depth research among sustainability managers, providing a rich, nuanced understanding of different types of sustainability change agents. It identifies four such types – Experts, Facilitators, Catalysts and Activists – and uncovers the pivotal role of values, inspiration, expertise, empowerment, strategic thinking and social contribution as sources of meaning for these purpose-inspired managers. The findings deepen our understanding of the psychological dimensions of corporate sustainability management, and provide a useful tool for improving individual and team performance, enhancing recruitment and retention of sustainability talent, and developing more effective organisational leadership for sustainability.

Keywords

corporate social responsibility, corporate sustainability, change agents, environmental champions, meaning in life, psychology, sustainability managers, values 

Introduction

As social, environmental, and ethical issues like persistent poverty, climate change, financial market instability and economic globalisation continue to move up the geo-political and economic agendas, corporate sustainability is increasingly touted as a timely and necessary response by business (Dunphy et al., 2003; Shrivastava, 1995; Zadek, 2004). Viewed in this way, sustainability can be thought of as a conceptual framework and practical mechanism for creating change that results in improved social, environmental and ethical conditions (Van Marrewijk, 2003).

Attention to corporate sustainability has tended to focus on how change can be achieved at the organisational level (Benn, et al. 2006; Dunphy et al., 2003). By contrast, comparatively little research exists on the role of the individual as a change agent for sustainability (Sharma, 2002). What literature there is on corporate sustainability and the individual level typically focuses on four areas: 1) The importance of values congruence between managers/employees and organisational values (Fryxell and Lo, 2003; Hemingway and Maclagan, 2004; Van Marrewijk and Werre, 2002); 2) the instrumental association between individual concern, knowledge and commitment and corporate social and environmental responsiveness (Bansal and Roth, 2000; Keogh and Polonsky, 1998); 3) narrative accounts by sustainability managers of corporate ‘greening’ (Fineman, 1997; Georg and Fussel, 2000; Starkey and Crane, 2003); and 4) the role of sustainability managers as champions, entrepreneurs or agents of change in their organisations (Andersson and Bateman, 2000; Prakash, 2001; Walley and Stubbs, 1999).

This literature brings insights to our understanding of individuals within a corporate sustainability context by highlighting the importance of ‘intangibles’ like values, attitudes and beliefs in driving corporate sustainability, the crucial role of education and awareness in achieving behaviour change, the scope and necessity for managerial discretion in making change happen, the power of corporate culture in shaping a consensus ‘story’ on sustainability, and the pivotal role of leadership support for sustainability. However, the literature also shows certain limitations. We still know little about what drives individuals to be sustainability managers, how this affects such individuals, and what they seek to achieve from their actions on a personal level. Moreover, the notion of sustainability champions …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/06/paper_sustainability_individual_crane_wvisser.pdf”]Pdf[/button] Corporate Sustainability & the Individual (paper)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/making-a-difference”]Page[/button] Making a Difference (book)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.cpsl.cam.ac.uk”]Link[/button] Social Science Research Network (website)

Cite this article

Visser, W. & Crane, A. (2010) Corporate Sustainability and the Individual: Understanding What Drives Sustainability Professionals as Change Agents, SSRN Working Paper Series, 25 February 2010. First published on SSRN at: http://ssrn.com/abstract=1559087

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When Corporations Rule the World

When Corporations Rule the World

Chapter by Wayne Visser

Extract from The Top 50 Sustainability Books

Key Ideas

  • We have been seduced by ‘corporate libertarianism’, which demands that all political, economic, and civic barriers to the free reign of corporate interests be removed.
  • The result of this unhealthy power in corporate hands is ecological destruction, the loss of civil freedoms, the erosion of democracy and community disintegration.
  • Although the current corporate globalization represents a failure of governments, it is more fundamentally a failure of the global capitalist economic system.
  • Instead, we should be striving for ‘democratic pluralism’, which requires a “pragmatic, institutional balance between the forces of government, market, and civic society.”
  • We are on the cusp of an Ecological Revolution, which puts people ahead of corporations, local communities ahead of global trade and nature ahead of money.

Synopsis

When Corporations Rule the World suggests that the promises of the global economy are based on a number of myths: that growth in GNP is a valid measure of human well-being and progress; that free unregulated markets efficiently allocate a society’s resources; that growth in trade benefits ordinary people; that economic globalization is inevitable; that global corporations are benevolent institutions that if freed from governmental interference will provide a clean environment for all and good jobs for the poor; and that absentee investors create local prosperity.

Korten believes that these myths are finally being unmasked and challenged by an Ecological Revolution that calls us “to reclaim our political power and rediscover our spirituality to create societies that nurture our ability and desire to embrace the joyful experience of living to its fullest.” He argues that instead of concentrating on increasing economic growth and GDP, we should concentrate on ending poverty, improving our quality of life, and achieving a sustainable balance with the Earth.

In order to achieve this goal of “sustainable well-being for all people”, Korten believes that we need a multilevel system of nested economies with the household as the basic economic unit, up through successive geographical aggregations to localities, districts, nations, and regions. Each level would seek to function as an integrated, self-reliant, self-managing political, economic and ecological community.

A corporations of the future needs to show that it is “committed to investing in the future; providing employees with secure, well-paying jobs; paying a fair share of local taxes; paying into a fully funded retirement trust fund; managing environmental resources responsibly; and other wise managing for the long-term human interest. Such companies are a valuable community asset, and in a healthy economy, they pay their shareholders solid and reliable – but not extravagant – dividends over the long term.”

The Guiding Principles for an Ecological Revolution include environmental sustainability, economic justice, biological and cultural diversity, subsidiarity (where the economy serves human needs, not the needs of money, corporations or governments), intrinsic responsibility (internalising externalities), and common heritage (of the planet’s environmental resources and the accumulated human knowledge) …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/book_top50_chap20_korten.pdf”]Pdf[/button] When Corporations Rule the World (chapter)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-top-50-sustainability-books”]Page[/button] The Top 50 Sustainability Books (book)

Cite this chapter

Visser, W. (2009) When Corporations Rule the World, In W. Visser & Cambridge Programme for Sustainability Leadership, The Top 50 Sustainability Books, Sheffield: Greenleaf.

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Our Geophysical Experiment

Our Geophysical Experiment

Chapter by Wayne Visser

Extract from Landmarks for Sustainability

Quotes

I worry about climate change. It’s the only thing that I believe has the power to fundamentally end the march of civilization as we know it, and make a lot of the other efforts that we’re making irrelevant and impossible – Bill Clinton, former US President

Climate change is the most severe problem that we are facing today, more serious even than the threat of terrorism” – Sir David King, former UK government chief scientific adviser

Climate change: It’s here. If we don’t react, war, pestilence and famine will follow close behind – R K Pachauri, Chairman, Intergovernmental Panel on Climate Change (IPCC)

If we follow business as usual I can’t see how west Antarctica could survive a century. We are talking about a sea-level rise of at least a couple of metres this century … What we have found is that the target we have all been aiming for is a disaster – a guaranteed disaster – James Hansen, US climate scientist and head of Head of NASA Goddard Institute for Space Studies

Our “large-scale geophysical experiment” …

Scientists have long been aware of the earth’s extreme temperature variations, with the last major ice age ending about 10,000 years ago. However, in 1824 Jean-Baptiste Fourier discovered a global warming (or greenhouse) effect, and in 1861, the Irish physicist John Tyndall carried out key research on carbon dioxide (CO2) and heat absorption.

In 1896, Swedish and American scientists independently concluded that CO2 was the likely cause of global warming. By 1957, US oceanographer Roger Revelle was warning that humanity is conducting a “large-scale geophysical experiment”, while colleague David Keeling set up the first continuous monitoring of CO2 in the atmosphere, confirming year-on-year-rises.

Despite these early signs, it took until 1979 for the first World Climate Conference, organised by the World Meteorological Organisation (WMO), to state that “continued expansion of man’s activities on earth may cause significant extended regional and even global changes of climate”. This led WMO and the United Nations Environment Programme (UNEP) to establish a scientific advisory body – the Intergovernmental Panel on Climate Change (IPCC).

The IPCC issued its First Assessment Report in 1990, finding that the planet had warmed by 0.5°C in the past century and would rise further by 0.3°C per decade in the 21st century, accompanied by global mean sea level rises of 6 cm per decade. Convinced that the world needed a global policy response, the UN established the Framework Convention on Climate Change (UNFCCC), which 154 nations (including the US) signed at the Rio “Earth Summit” in 1992.

In 1995, the IPCC Second Assessment Report confirmed that concentrations of greenhouse gas reductions (GHGs) were continuing to increase, and that the socio-economic impacts of climate change were significant, while the UNFCCC began negotiations on an international agreement to limit the emission of GHGs. The result was the Kyoto Protocol, adopted in 1997, which: 1) set mandatory targets for emission reductions for the world’s 38 leading economies, and 2) proposed three flexible market mechanisms for achieving these reductions through carbon trading. The targets collectively amounted to a 5.2% global reduction in GHGs from these countries against 1990 levels by 2012.

Despite US opposition to the Protocol, momentum continued to build, with the EU launching its Emissions Trading Scheme for CO2 in 2005. In 2007, the UK’s Stern Review, prepared by former World Bank Chief Economist Sir Nicholas Stern, warned that tackling climate change will cost around 1% of global GDP, whereas the cost of not acting could be between 5% and 20%. Shortly thereafter, the IPCC released its 4th Assessment Report, concluding with 90% confidence that human activity is causing climate change. It seemed the tide was turning, in no small part thanks to former US Vice-President Al Gore, who received an Oscar for his movie, An Inconvenient Truth, and a Nobel Prize, shared with IPCC. This seemed to mark the end of denial and the beginning of urgent global action on climate change …

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Cite this chapter

Visser, W. (2009) Climate Change, In W. Visser & Cambridge Programme for Sustainability Leadership, Landmarks for Sustainability: Events and Initiatives That Have Changed the World, Sheffield: Greenleaf.

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