Climate breakdown is major threat to life as we know it, but it is just one element of a much wider environmental polycrisis that includes biodiversity loss, energy and pollution, food security, population growth and disease outbreaks. That can feel overwhelming and make people feel helpless, especially when we see that global emissions are higher than ever – even after three decades of UN climate summits.
The good news is that, despite our failure so far, it is possible for us to do better. And the sticking point has not been lack of technology. To look for the point of maximum leverage that all of us can have, we need to look deeply into the reasons behind our frustrating lack of progress to date.
In my new book, A Climate of Truth, I argue that society radically needs to become more honest. In politics, media and business. The worst failure in our attempts to tackle the world’s environmental and societal problems have deceit at their core.
By holding power to account, insisting on transparency and shining a light on any greenwash, we can start to build the conditions under which the quality of decision-making and action that we so desperately need can become possible at last.
Dishonesty, to be clear, isn’t just about clearcut lies. These are just the tip of the iceberg. Just as dangerous are such techniques as subtle twists, misdirections of attention, biased selection of evidence, using loopholes and failing to call out deceitful colleagues.
Bullshit, as defined by American professor of philosophy Harry Frankfurt, is a blend of fact and fiction concocted to persuade. The craft of misleading the public has been refined over decades by corporate interests, advertising executives, media moguls and the worst politicians for their own financial gain, social standing or power.
Many people in the west have become careless in their requirement for this basic standard from their leaders. We have allowed a growing a false narrative, propagated by the most dishonest among us, that lies are a normal and inevitable part of everyday life. And the results of our post-truth experiment are now starting to come in, with, sadly, plenty more consequences yet to come.
It is now high time not just for a reset on honesty, but to raise the bar beyond anything the global community has ever known. Why do we need a higher standard than ever? Because deceit throws a spanner into any decision-making process and our complex, urgent polycrisis demands the highest quality, wisest decision-making that we can possibly attain.
How can we achieve a culture of basic honesty when that very complexity makes deceit easier than ever? The answer is to create a high enough price for being caught. We need to treat deliberate deception as a form of abuse.
Just one incident tells us that a politician does not have our best interests at heart and is unfit for office – although we might have to vote for the least un-fit politician to gradually raise the bar – plus that their colleagues who stayed quiet in the knowledge of their deceit are also unfit for office. The same goes for businesses and media. This is something we can collectively and consistently insist upon.
The push for integrity
In practice, the starting point is to ask the most careful and discerning questions that we can. We need to look at the track record of people, and the ownership and track records of media empires and companies.
We need to switch wherever we can to the most honest alternatives. We can achieve that by disowning unfit politicians, starving out bad media, supporting the best media that we find, and spending our money on companies that act with integrity for a better world. We need to challenge those around us who are not so discerning and initiate conversations with friends, relatives and colleagues to encourage the quest for more truthful leadership.
These actions are so simple yet so important because we cannot even begin to make progress without raising this standard. Whichever aspect of environmental or social change you care about most, this is your point of maximum leverage – and your route to maximum agency.
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Mike Berners-Lee does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
This article was originally published on The Conversation. Read the original article.
