10.01.2013 Views

Down to the wire : confronting climate collapse / David - Index of

Down to the wire : confronting climate collapse / David - Index of

Down to the wire : confronting climate collapse / David - Index of

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

S<br />

168 far<strong>the</strong>r horizons<br />

psychology not excepted, was imprinted with faith in progress<br />

and <strong>the</strong> infallibility <strong>of</strong> human rationality. The problem, however,<br />

is not that <strong>the</strong> authors <strong>of</strong> Western culture were wrong but ra<strong>the</strong>r<br />

that we believed <strong>the</strong>m <strong>to</strong>o much for <strong>to</strong>o long. And <strong>the</strong>re were<br />

wiser minds all along who knew that <strong>the</strong> a<strong>to</strong>mistic self <strong>of</strong> <strong>the</strong> West<br />

was an illusion.<br />

The difference between a future ranging from outright catastrophe<br />

<strong>to</strong> <strong>the</strong> evolution <strong>of</strong> a global civilization moving <strong>to</strong>ward<br />

justice and sustainability will come down <strong>to</strong> our capacity <strong>to</strong><br />

understand ourselves more fully at all levels, ranging from individuals<br />

<strong>to</strong> <strong>the</strong> deeper and wider currents <strong>of</strong> mass psychology. Leaders,<br />

specifi cally, will need <strong>to</strong> understand as never before how <strong>to</strong> foster<br />

<strong>the</strong> habits <strong>of</strong> thought and clarity <strong>of</strong> mind that will enable us <strong>to</strong> do<br />

<strong>the</strong> things that we must do in order <strong>to</strong> go through diffi cult times.<br />

His<strong>to</strong>rian and student <strong>of</strong> leadership James MacGregor Burns<br />

distinguishes two types <strong>of</strong> leadership, transactional and transformational.<br />

The former is essentially a broker between competing<br />

interests at normal times when <strong>the</strong> stakes are low (Burns, 2003,<br />

p. 24). Transformational leaders, on <strong>the</strong> o<strong>the</strong>r hand, “defi ne public<br />

values that embrace <strong>the</strong> supreme and enduring principles <strong>of</strong><br />

a people . . . at testing times when people confront <strong>the</strong> possibilities—and<br />

threat—<strong>of</strong> great change” (p. 29). By all reckonings <strong>the</strong><br />

years ahead will be a testing time, calling for both transformational<br />

leaders and transformational followers. At all levels, leaders must<br />

be master psychologists, empowering and inspiring, not simply<br />

ruling, followers. They must help foster <strong>the</strong> traits necessary <strong>to</strong> a<br />

higher order <strong>of</strong> human behavior, among which I include gratitude,<br />

openness, compassion, generosity, good-heartedness, mercy,<br />

<strong>to</strong>lerance, empathy, humor, courage, and attachment <strong>to</strong> nature.<br />

Listing such things sounds naïve and Pollyannaish, but is less so<br />

than might fi rst appear. What do we actually know about <strong>the</strong> cultivation<br />

<strong>of</strong> such traits?<br />

First, we know that sociability, kindness, and o<strong>the</strong>r positive<br />

traits are not at all rare: <strong>to</strong> <strong>the</strong> contrary, <strong>the</strong>y are common

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!