Barriers to effective climate change mitigation: the case of senior government and business decision makers. (3rd September 2014)

• Record Type: Journal Article
• Authors: Rickards, Lauren; Wiseman, John; Kashima, Yoshi
• Is Part Of: Wiley interdisciplinary reviews. Volume 5:Number 6(2014)
• Page Start: 753
• Page End: 773
• Publication Date: 2014-09-03
• Subjects: Climatic changes -- Periodicals; Climatic changes; Periodicals; 363.7387405
• DOI: 10.1002/wcc.305
• Languages: English
• ISSNs: 1757-7780

Abstract

<abstract abstract-type="main" id="wcc305-abs-0001"> <title> <x xml:space="preserve">Abstract</x> </title> <p id="wcc305-para-0001">While the case for rapid reductions in greenhouse gas emissions is compelling, actions being taken by most senior decision makers (SDMs) in government and business compound the problem. Given the systemic reach of much senior decision making, including decisions that constrain their own actions, there is an urgent need to open up the SDM black box. Focused on Western governments and multinational corporations, this article examines a cross‐disciplinary range of literature to ask: What are the key factors affecting the preparedness of SDMs—particularly those who accept the climate science—to take the decisive actions needed to drive rapid and significant emission reductions? The review brings together multiple perspectives on the many compounding factors operating across three interconnected scales: micro (individual and interpersonal factors including disciplinary background, worldview, gender, and risk perceptions); meso (network, organizational and institutional factors including management paradigms, organizational culture, and institutional complexity); and macro (environmental, social, cultural, political, and economic factors including climatic extremes, vested interests, and public opinion). It concludes that SDMs are strongly focused on their 'local' professional context and near‐term pressures, including reputation among peers, relationships with competitors, and real‐time financial status. As a group they exist within a largely closed circuit and perceive the world from a particular narrow perspective. Combined with the complexity and embedded character of existing systems, this occludes more systemic or reflexive thinking or action. This deep propensity for inaction suggests that a coordinated multi‐frontal approach is essential for a new more effective mitigation approach. <italic>WIREs Clim Change</italic> 2014, 5:753–773. doi: 10.1002/wcc.305</p> <p>For further resources related to this article, please visit the <ext-link ext-link-type="uri" xlink:href="http://wires.wiley.com/remdoi.cgi?doi=10.1002/wcc.305" xlink:type="simple" xmlns:xlink="http://www.w3.org/1999/xlink">WIREs website</ext-link>.</p> <p id="wcc305-para-0002">Conflict of interest: The authors have declared no conflicts of interest for this article.</p> </abstract>