The book The Future We Choose: Surviving the Climate Crisis makes an earnest plea for us to embrace our role as stewards of Earth, united in the pursuit of the future we all ardently envision and urgently need. This book is a near-perfect recipe for a clear transformational journey toward achieving the goals set at the United Nations Climate Change Conference, Conference of the Parties (COP) 21.
The authors start with a quote from Rabindranath Tagore on the need of being fearless to face the dangers and not be sheltered by them. To be fearless is a choice and, as a noun, “choice” refers to the act of choosing between two or more possibilities. Through their book, the authors issue a clarion call to choose our future. But is this really a choice or is it a decision we must make? Well, we do not have time for decisions. We no longer have time to think; It is time to act, as we are racing against time. Seamlessly blending personal narratives with insightful analysis, the book serves as a potent rallying cry for individuals, governments and societies to recognize their pivotal role in shaping a sustainable world for generations to come. The authors’ firsthand involvement in the historic 2015 Paris Agreement negotiations brings unquestionable credibility and a wealth of wisdom.
The authors craft a narrative that oscillates between cautionary tales and a fervent plea for transformative action. Their central premise revolves around the notion that humanity faces a critical crossroads: either continue down a path of unchecked carbon emissions, resource depletion and escalating environmental catastrophes or embrace a radical shift toward a harmonious coexistence with our planet. This is a great piece of work along the lines of handling large-scale transformation-A permanent change that is the need of the hour for us and indeed, it questions the very existence of humanity as we know it. The book vividly illustrates this through an array of real-world success stories, ranging from local grassroots movements to pioneering technological innovations, underscoring the potential for a transformative global movement. What truly sets this book apart is its eloquent fusion of scientific rigor and empathetic storytelling. Throughout the book, the authors attempt to shatter the skepticism surrounding climate change by meticulously presenting a series of scientific evidence, making the case for its undeniable reality.
My personal experience in leading enterprise business transformation and change management has taught me that any transformation journey has certain critical elements: (1) Define a compelling case for change (2) Vividly paint a picture of the future to assess the gap between the “As Is” and “To Be” state (3) Change the mindset (4) Engage leadership, enable people and embed behaviors and (5) Change management and communication.
I attempt to review the book from the lens of a transformational journey.
Any transformation begins with the definition of a compelling and solid case for change. In the first part of the book the authors delve directly into the heart of the global climate crisis a powerful start by calling this a critical decade backed by relatable anecdotes. “Anger that evolves into conviction is unstoppable” how beautifully articulated is that? The context and the size of the transformation have an influence on the type and style of the transformation effort, and the authors point out how governments have taken an incremental rather than an exponential approach, struggling to stay focused while constantly being pulled by climate change deniers and the believers alike. Complacency now can be dangerous. The absolute minimum of halving global emissions by 2030 to have a 50% chance of safeguarding humanity is no longer an exaggeration. The nature of the change challenge is a daunting and must concern those who care about social justice, one for those who care about economic stability and investment value, for all those who care for intergenerational justice. The effects of climate change are very much here and at our doorstep and the authors of the book make a timely call to let go of halfhearted attempts and act corresponding to the magnitude of the challenge.
The second step in the transformation journey is to paint a picture of the future. The authors have done a commendable job of portraying the two worlds: the world we are creating and the one we must create. Resistance is a natural response to change, and we go through the change curve. The first stage of the change curve is characterized by shock, denial, fear, anger and depression, while the second stage involves acceptance, testing, understanding and integration. The “World We Are Creating” section embodies these elements: shock, denial, fear, anger and depression. The five elements of life such as the earth, water, air, sky and fire are already in a state of threat. The shock that the air is polluted, denial that the food we eat is toxic, fear that the forest fires rage on endlessly, anger that the water is not potable is not a lifeline anymore and a feeling of depression that the sky is not spared too. The threat to humanity is real, both physical and psychological. It feels wonderful to read that the world we must create is imagined as a community and one that believes in sharing, togetherness, camaraderie, trust and based on values. The five elements of life are in Rhythm and I Quote Wolfgang von Goethe: “Rhythm has something magical; it makes us believe that the sublime belongs to us.” This rhythm of the elements of life was possible because the world accepted reality, did quick testing of the solutions, understood deeply and was quick to integrate.
Moving on to the part II of the book, it is appropriate to map the step 3, changing mindset. Make or break in a transformational journey is determined by the most difficult process of changing mindset. It is appropriate here to refer to the leveraging points of systemic thinking by Donella Meadows (Thinking in Systems – Meadows). The power to see the paradigm as such and mindset creates the maximum impact to co-create and sustain the change. The authors’ articulation of the three mindsets of stubborn optimism, endless abundance and radical regeneration must be moved into a state of being. We as humans normally get into the state of doing (Speaking Being). Getting into a state of being, it is time to choose a leadership path, one that is governed by phenomenology-the science of phenomena as distinct from that of the nature of being and ontology: the branch of metaphysics dealing with the nature of being. Nothing less will work. Leaders must be characterized by unquestionable integrity, absolute authenticity, being a cause in the matter and going beyond oneself (Speaking Being – Erhard; Jensen et al., 2012).
The interlinkage of optimism, abundance and regeneration forms a dynamic and transformative cycle that shapes individuals, societies and ecosystems at large. Optimism, the driving force, inspires individuals to believe in the potential for positive change and visualize a better future. The mention of the failure of the Copenhagen negotiations and the necessary preparations needed by Christiana around 2010 helps us to understand the level of optimism needed. As quoted from the book “Optimism is not soft, it is gritty” This optimistic outlook is a must to create a mindset of abundance, where resources and possibilities are seen as plentiful rather than scarce. From this mindset springs a commitment to regeneration, emphasizing the renewal and restoration of what has been depleted or damaged. As individuals and communities work toward regenerative practices – whether in environmental sustainability, personal growth, or societal development – they often generate outcomes that reinforce their initial optimism. This cyclical relationship reinforces the belief that positive intention, proactive effort and a perspective of abundance can create a regenerative and flourishing reality for both present and future generations.
The next stage of transformation (step 4) is characterized by engagement, enablement and embedding of the new norm. So is the Part III of the book. To enable change leadership, engage people and embed behaviors. The “Ten Actions” – “Doing what is necessary” are in this direction. Although these actions are for everyone, sustainable and enduring change must start from the top. I quote Mahatma Gandhi “Be the change, you want to see in the world”. Inspiring and visionary leaders must lead the way so that their inspiration engages the masses. It is no surprise that role modeling is a positive way to bring about enduring change. In parallel it is crucial to engage people on these actions so that they commit themselves and thereby drive the behavioral change. Transformation is not a one-way game; it requires drive from the top and at the same time engagement, and support from the bottom for it to be successful. Changing habits will catalyze the behaviors leading to a culture change that will be sustainable and embedded in the larger ecosystem.
The section on “New Story” is a powerful one with plenty of examples that can motivate and create the push to act. I liked the example of President John F. Kennedy’s moonshot. A dare that hinged the whole nation to come together for a purpose that paved the way for historical milestones. It is all about the power of narratives and narratives articulated though language. It is apt at this point to connect the second law from “the three laws of performance” by Zaffron and Logan – “How a situation occurs is in the language”. The language that the leaders use to articulate the “New Story” will determine to what extent people believe in. While it is normal in a transformation context to use the “buy-in” however it is an imperative to reach a state of “believe-in”.
The last segment of the book is about: “What you can do now” Today? Tomorrow? This week? This month? This year? By 2030 and by 2050! Consistency is what matters the most now, propelled by exponential calls and commitment to action by leaders.
Heartfelt acknowledgment to both Christiana and Tom for such a wonderful piece of work. The tension between the idealistic visions and the truth of the realities of implementation will provoke skepticism among some readers. The book is motivating and serves as a delightful recipe for a transformational journey. Having said that, any transformational journey is incomplete without a robust change management strategy. The book could have been a complete transformation package if this dimension had been included. The authors have navigated through the most complex and intricate stakeholder management process; I think, their experience could be a perfect topic for the next edition of the book, detailing out the journey they went through what helped them to thrive and how could they be antifragile (Taleb). The book does have certain limitations. Critics might argue that its idealistic proposals could be perceived as overly optimistic, overlooking the intricate trade-offs and systemic complexities that underlie the struggle for a sustainable future. While the developed nations understand the need this means also higher probability of immediately making choices and skepticism will remain in the developing worlds.
The truth likely lies between 1.5°C and greater than 3°C. “The Future We Choose: Surviving the Climate Crisis” emerges as a strident call and a roadmap for steering humanity towards a future characterized by ecological equilibrium and societal prosperity. Christiana Figueres and Tom Rivett-Carnac masterfully navigate the tightrope between urgency and hope, advocating for a profound reimagining of our relationship with the environment. It stands as a reminder that the choices we make today ripple across time, ultimately shaping the destiny of our planet. For all the industry leaders, the book is a perfect place to start. One that answers all that your head is asking, what the heart is wanting and what your hands must do now to act.
