Discover more from Douglass’s Newsletter
2545. After start-ups- now we need stopping and slowing and effective management to do it in a WW 2 command, not a market economy.
We grew up in the post WW2 era where most new efforts paid off because everything was looking to make things work. Now is very different. We need to not only to slow down but stop economic activity, in some cases totally, in others partially. But everything needs to be affected by the way we engage climate change and related issues.
What is the role of leadership and purpose under these new conditions? Leadership tends to create efforts that try to protect themselves from forces that will keep their project working and in doing so avoid the forces of change. This keeps the glue working, the glue that actually keeps change from happening.
WW2 was a command economy, not a market economy. And it worked. How do we mobilize the leadership and the will to do this again? To stop much, to regenerate some? The WW2 command economy was easer because it created a rapidly growing profit and employment making economy. The economy, (estate management) we need now needs to slow down.
Social crisis such as the South Asian heat and crop destruction in the context of war sets the stage. Where will agency come from? Most agency we expect to make and connect but that makes change harder became the people in their projects want them to succeed, and that is more glue keeping things from changing. This is true for most projects actually aimed at climate. You can see the contradiction when it you realize that most talk, still, abut what to do about climate holds out the carrot of a vitally growing job world.
Who will do what and when will they do it?