1. Leadership Part II: Effective Application Kelvin K. Droegemeier University of Oklahoma NCAR Undergraduate Leadership Workshop 11 June 2012

2. Some of Today’s Leadership Challenges…  Global climate change  The economy  Health care  Terrorism  Proliferation of nuclear weapons (e.g., North Korea and Iran)  Same-sex marriage  Abortion

3. Challenges You Mentioned  Climate change/warming of Arctic  Unusually severe weather events  Aerosols/anthropogenic effects on weather and climate  Hurricanes  Paleoclimate  Teleconnections  The warning system (human behavior)

4. Climate Change: A Classic Leadership Challenge?  Two pathways: –Technical/technological solutions –Adaptive Change  Technological solutions –Develop and implement technical fixes, e.g., scrubbers for coal fired plants, alternative energy vehicles, non-fossil fuel energy sources (wind, solar, geothermal, nuclear)  Adaptation involves modifying behavior to changing circumstances and norms (research, technology, human behavior, proper role of government) –Adaptive work is needed when Deeply held beliefs are challengedDeeply held beliefs are challenged Legitimate yet competing views emergeLegitimate yet competing views emerge

6. A Classic Leadership Challenge  Adaptive work consists of –The learning required to address conflicts in the values people hold, or to diminish the gap between the values they stand for and the reality they face  Adaptive work requires a change in values, beliefs, or behavior  It does not mean passively “ giving in ” to the circumstances or compromising moral stands  It does require that one clarify what matters most in balance with trade-offs –People want clean air but also the economic benefits of heavy industry

7. Applying Leadership  Step 1: Get on the balcony and see the big picture, from all sides  Step 2: Identify the challenge: technical fix or adaptive  Step 3: Sequence and pace the work, regulating distress and providing direction/orientation  Step 4: Ask tough questions and challenge traditional thinking – expose contradictions  Step 5: Give the work back to the people involved; get advice from those on the front lines. This is part of the buy-in  Step 6: Protect the voices of everyone and provide cover to all sides

8. We’re Going to Get Our Hands Dirty in Addressing Them!

9. The Gerzon Model  Demagogues –Rely on fear, threat, intimidation –Turn opponents into scapegoats –Use lies and propaganda to dehumanize their opponents –Resort to violence to dominate or destroy opponent –Operate at low levels of morality –Lack compassion or conscience –See only their side and rely on ideology, not experience –Manipulate by distorting the truth –Examples Kim Jong Il, Osama bin Laden, Saddam HusseinKim Jong Il, Osama bin Laden, Saddam Hussein

10. The Gerzon Model  Managers –Concerned with self-interest of their own group/cause and disregard the views of others –Cannot or will not deal with issues that cross boundaries –Avoid, downplay, deny, or are paralyzed by conflict –Productive only on home turf and define themselves by it –Do not think systemically –Examples Several movie stars and musicians, political activists, government officials (e.g., Katrina)Several movie stars and musicians, political activists, government officials (e.g., Katrina)

11. The Gerzon Model  Mediators –Advocates for the entire community –Sees the big picture –Is teachable and desires to learn –Crosses conceptual, professional and institutional boundaries and thus builds trust –Turns conflict into a positive force for achieving communal ends –Examples Nelson Mandela, Martin Luther KingNelson Mandela, Martin Luther King

12. Your Challenge as a Gerzonian Leader  Transforming a thriving, fossil-fuel based society into one that relies solely upon renewable/sustainable energy  Some issues to consider  Technology  Economics  Timescale  Public attitude  Education  International relations  Other…