How ‘ordinary’ people became heroes during the bushfires
As Australians watched their country burn over the summer school holidays, we were all given an unforgettable reminder about what leadership in a crisis looks like.
We now know it looks like the 150,000 volunteer firefighters across Australia who left their families to face down monster infernos, making split-second decisions to attempt a rescue or save themselves.
The face of leadership is covered by a protective mask on an 11-year-old Mallacoota boy, Finn Burns at the helm of an outboard motor, steering to safety his mother, brother and family dog. Behind them, the sky glows a dirty blood-red as if from another planet.
Leadership is embodied in all the so-called “ordinary” people who leapt into action with garden hoses, set up evacuation centres, jumped into their boats to ferry supplies to cut-off communities, launched fundraisers and scoured the smouldering landscape to rescue wildlife.
These leaders took the initiative when the authorities were unavailable or overwhelmed by the scope of the disaster.
Everyday Australians stepping up
NSW Transport Minister and Malua Bay resident, Andrew Constance, recounted on ABC’s Q&A program: “There were community relief centres that were set up immediately after that fire event, without the involvement of government. That was what was heartening. It was in Cobargo, Quaama, everywhere.
“I think the passion that people brought to that period, immediately after those nasty fire events, was something special. So, you can’t bottle it, you can’t pay for it, government can’t deliver it.”
Sitting in the ABC’s studio in Queanbeyan, just days after fighting fires on his own property and evacuating to the beach, the enormity of the experience was written on his exhausted face. He spoke about how he was still reeling and would get counselling to help through the aftermath.
Leadership consultant, Wayne Burns, lost a house at Lake Conjola to the fires and reflected on the difference between leadership and authority, penning an opinion piece in the Sydney Morning Herald.
“Leadership is an art exercised and practised deliberately. It is about influencing, encouraging, inspiring, and sometimes pushing and cajoling without being asked,” he writes.
“Leadership does not require authority, although it helps if a leader has the authority to direct and command resources.”
Filling a leadership vacuum
Speaking to The Ethics Centre of his experience at Lake Conjola, Burns says: “The people who had authority were overwhelmed. A lot was happening very quickly.”
He says that while those in government and emergency services were doing their best, they could not step beyond the authority of their official roles.
This created a “vacuum” which was filled by people who did not have authority, he says. These people took the initiative to do what needed to be done, commandeering water tanks and tools and making decisions about the property of other people.
“They stepped out of their everyday role, whether this was as a neighbour or as a retired person, and they created themselves a position of informal leadership.”
In Burns’ street, a retired engineer stayed behind in his home and became the unofficial spokesperson and decision-maker for around 24 neighbours. He negotiated with utilities companies, organised for dangerous trees to be cut down, helped Police track down residents, obtained access for insurance assessors, and arranged for spraying for asbestos.
“We all gave him informal power to make decisions on our behalf because we knew he had our interests at heart and we knew he was capable and we trusted him. So, it’s a transfer of trust from those with formal authority to those with informal authority,” says Burns, who studied leadership at the John F. Kennedy School of Government at Harvard University.
US management consultant, Gary Hamel, says people who wonder if they are a leader should imagine themselves with no power.
“If, given this starting point, you can mobilise others and accomplish amazing things, then you’re a leader. If you can’t, well then, you’re a bureaucrat,” writes Hamel in an article with Polly LaBarre.
Withdrawing consent to be led
Burns says Australians traditionally have a respect for authority and become indignant if officials let them down. When that happens, they may refuse to recognise the legitimacy of those leaders.
In January, angry Cobargo, NSW, locals turned on Prime Minister Scott Morrison, with some refusing to shake his hand. “In that situation, the Prime Minister has the authority, but he wasn’t afforded the informal leadership by those people, who had withdrawn from him their permission for him to lead them,” says Burns.
Policies, procedures and protocol can constrain people in authority. However, in a crisis, greater leadership can sometimes be shown by those who step beyond their authorised roles. Burns points to Minister Constance, who broke ranks politically to criticise the Federal Government’s response to the bushfire emergency.
Minister Constance told a television interviewer that the Prime Minister had probably “got the welcome he deserved” when he visited Cobargo without alerting Constance, who is the local member.
He also criticised some of the nation’s well-known charities for their slowness in delivering aid.
Burns says that Minister Constance demonstrated natural leadership in his actions facing into the crisis.
“He stepped up and he really led that community because he knew what was happening, he knew what they needed. He really did stick his neck out and rock the boat,” says Burns of Constance.
But it’s also okay to be a follower
Burns says the people most likely to step up into informal leadership have self-belief and some understanding of the legal or physical risks they are taking. “There is no personality type, there are no natural-born leaders – they don’t exist – people just decide to act.”
Burns says there is also nothing wrong with being a follower: “Not everyone wants, or can, lead.” The role those individuals can play is to put their trust into someone who has their confidence. “That person may not know the answer, but can bring people together to get the answer.”
If you are interested in discussing any of the topics raised in this article in more depth with The Ethics Centre’s consulting team, please make an enquiry via our website.
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BY Fiona Smith
Fiona Smith is a freelance journalist who writes about people, workplaces and social equity. Follow her on Twitter @fionaatwork
BY The Ethics Alliance
The Ethics Alliance is a community of organisations sharing insights and learning together, to find a better way of doing business. The Alliance is an initiative of The Ethics Centre.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
How to build a successful culture
They say that what gets measured, gets managed (or improved). But when it comes to measuring corporate culture, that’s an idea that needs unpacking.
The corporate sector has traditionally taken a quantitative approach to risk management and governance. Compliance, regulation, risk and legislative frameworks are applied, analysed, audited and reported-on to varying degrees of accuracy and certainty.
Unfortunately, these management mechanisms do not in themselves lead to effective governance as evidenced by a multitude of corporate scandals and collapses. Overconfidence in the science of risk management can lead to faulty corporate governance – and could well lead to disaster.
The art of risk management and governance lies in the capability of directors and executives to navigate and understand the highly complex and unpredictable set of human behaviours and interactions that make up a modern organisation.
The current scientific approach to risk management is insufficient when seeking to mitigate non-financial risks to business success – leaving companies vulnerable to catastrophic levels of exposure. There is now a shift in thinking and an appreciation that the intangible qualities of culture are critical to the issue of risk management and corporate governance.
Can you measure culture?
The subtle aspects of an organisation, such as values, motivations and political dynamics, are difficult to measure, influence and describe, let alone govern effectively. Performance management and processes, culture and engagement surveys, leadership competency assessments and organisational development initiatives are designed to create visibility of these aspects of organisations, but they often fall short by not accounting for the hidden, unspoken and un-self-aware aspects of human agents and the social systems in which they operate.
For over 20 years The Ethics Centre has been developing a unique approach to navigating these complexities – and, in the process, to accurately measure and understand culture.
Our Everest process assesses the level to which an organisation’s lived culture, and the actual systems and processes that drive the business, align with their intended ethical framework. Through in-depth exploration and analysis, gaps between the ideal and the actual culture of a business emerge, along with areas where formal systems and behaviours are misaligned to the stated values and principles.
Everest digs far deeper than a standard organisational review, identifying themes that relate to experiences over time and between groups of people, and reflecting them against the organisation’s formal policies and procedures. It enables companies to build a climate of trust for clients, shareholders and regulators; to unify employees around a common purpose and encourage values-aligned behaviour; to develop consistency between what you say you believe in and how you act; and to enable consistent decision making. Ultimately reducing the risk of ethical failure and poor decisions.
The Ethics Centre’s Everest process is a tried and tested methodology that produces invaluable insights and recommendations for change. In just the past five years, Everest has been deployed to assess the organisational culture of one of Australia’s largest banks, a major superannuation fund, a leading energy company, a major telco, a mining company and a wagering company – amongst many others.
Transforming organisations
Whilst most of our clients have chosen to keep their Everest reports confidential, two recent clients – The Australian Olympic Committee and Cricket Australia – elected to publicly release the reports into their organisations.
In both instances, these acts of “radical transparency” acted as a circuit-breaker following periods of widespread negative coverage. The release of these reports allowed the organisations to re-boot with renewed purpose and energy.
According to Matt Carroll, the widely-respected CEO of the AOC, “the review conducted by The Ethics Centre provided us with the platform to reset the organisation. We are committed to building a culture that is fit for purpose and aligned to our values and principles.”
Our report on Cricket Australia – following the infamous ball-tampering incident in 2018 – ran to 147 pages and contained 42 detailed recommendations. Our key finding was that a focus on winning had led to the erosion of the organisation’s culture and a neglect of some important values. Aspects of Cricket Australia’s player management had served to encourage negative behaviours.
It was clear, with the release of the report, that many things needed to change at Cricket Australia. And change they did. Cricket Australia committed to enacting 41 of the 42 recommendations made in the report, along with widespread renewal of their executive team and board.
“With culture, it’s something you’ve got to keep working at, keep your eye on, keep nurturing,” says CA’s chairman Earl Eddings. “It’s not: we’ve done the ethics report, so now we’re right.”
Most of the corporate collapses and scandals that have occurred lately were not the result of inadequate risk management, poorly crafted strategy or an absence of appropriate policies. Nor were they caused by incompetence or poorly trained staff.
In almost every case, it is becoming apparent that the causes lay in the psychology, ethics and beliefs of individuals and in an organisational culture that rewards short term value extraction over long term, sustainable value creation.
This misalignment between the espoused purpose, values and principles of an organisation and the real-time decisions being made each day can increase reputational and conduct risk leading to an erosion of trust, disengagement and poor customer outcomes.
Even companies with no burning platform benefit from the rigorous corporate health-check that Everest provides. To quote Ian Silk, CEO of another Everest client Australian Super:
“In my darkest moments I just wondered if we had all drunk the Kool-Aid, and whether the staff surveys reflected the facts. So I thought a really good way to test this would be to get The Ethics Centre to come in and do an entirely independent, entirely objective test of the culture and the ethics in the organisation.”
If you are interested in discussing any of the topics raised in this article in more depth with The Ethics Centre’s consulting team, please make an enquiry via our website.
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The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
Ready or not – the future is coming
We are living in an exceptional era of human history. In a blink of the historical time scale, our species now have the skills to explore the universe, map and modify human genes and develop forms of intelligence that may far surpass their creators.
In fact, given the speed, unpredictability and sheer scale of what was previously unthinkable change, it’s actually better to talk of the future in the plural rather than the singular: the ‘futures’ are coming.
With the convergence of genetic engineering, AI and neurotechnology, entirely unique challenges arise that could test our assumptions about human identity and what connects us together as a species. What does the human experience mean in an era of augmentation, implantation, enhancement and editing of the very building blocks of our being in the future? What happens when we not only hack the human body, but the human mind?
The possible futures that are coming will arrive with such speed that those not ready for them will find themselves struggling to know how to navigate and respond to a world unlike the one we currently know. Those that invest in exploring what the future holds will be well placed to proactively shape their current and future state so they can traverse the complexity, weather the challenges, and maximise the opportunities the future presents.
The Ethics Centre’s Future State Framework is a tailored, future-focused platform for change management, cultural alignment and staff engagement. It draws on futuring methodologies, including trend mapping and future scenario casting, alongside a number of design thinking and innovation methodologies. What sets Future State apart is that it incorporates ethics as the bedrock for strategic and organisational assessment and design. Ethics underpins every aspect of an organisation. An organisation’s purpose, values and principles set the foundation for its culture, gives guidance to leadership, and sets the compass needed to execute strategy.
The future world we inhabit will be built on the choices we make in the present. Yet due to the sheer complexity of the multitudes of decisions we make every day, it’s a future that is both unpredictable and emergent. The laws, processes, methods and current ways of thinking in the present may not serve us well in the future, nor contribute best to the future that we want to create. By envisioning the challenges of the future through an ethics-centred design process, the Future State Framework ensures that organisations and their culture are future-proof.
The Future State Framework has supported numerous organisations in reimagining their purpose and their unique economic and social role in a world where profit is rapidly and radically being redefined. Shareholder demand is moving beyond financial return, and social expectations toward the role of corporations are shifting dramatically into the future.
The methodology helps organisations chart a course through this transformation by mapping and targeting their desired future state and developing pathways for realising it. It been designed to support and guide both organisations facing an imminent burning platform and those wanting to be future forward and leading – giving them the insight to act with purpose – fit for the many possibilities the future might hold.
If you are interested in discussing any of the topics raised in this article in more depth with The Ethics Centre’s consulting team, please make an enquiry via our website.
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BY John Neil
As Director of Education and Innovation at The Ethics Centre, John collaborates closely with a talented team of specialists and subject matter experts to shape the tools, frameworks, and programs that drive our work forward. He brings a rich and varied background as a consultant, lecturer, and researcher, with expertise spanning ethics, cultural studies, sustainability, and innovation. This multidisciplinary perspective allows him to introduce fresh, thought-provoking approaches that energise and inspire our initiatives. John has partnered with some of Australia’s largest organisations across diverse industries, to place ethics at the heart of organisational life. His work focuses on education, cultural alignment, and leadership development to foster meaningful and lasting impact.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
Respect for persons lost in proposed legislation
The Ethics Centre is a strong supporter of human rights. As such, we agree with the principal purpose of the draft Religious Discrimination Bill (2019) legislation – which is to outlaw discrimination against all persons on the basis of their religion. However, we also argue that the exposure draft is deficient in a number of important ways.
We recently made a submission articulating these concerns in response to the second exposure draft of the proposed legislation.
Core to the submission is our belief that human rights form a whole and are indivisible. That is, we are disinclined to support legislation that creates broad, general exceptions to the principle of non-discrimination. This is especially so when the proposed exceptions risk abrogating the human rights of one group in favour of another.
It’s important to make it clear that the Centre’s approach is not based on a naïve belief that human rights cohere without tension. We know that this is not the case – and understand that religion is, by its very nature, a special case.
This flows from the fact that every religion makes rival, exclusive and absolute truth claims that resist any form of independent evaluation.
Add to this religion’s appeal to transcendent authority, its inclination to order the lives of its adherents and the emotional and spiritual investment it requires of individual and communal belief – and it’s not surprising that difficulties arise not only between religions but in connection with the expression of other human rights.
Our submission seeks to affirm the universal principle of ‘respect for persons’ and to propose criteria for limiting (without totally restricting) the extent to which religious belief can be used as a justification for discrimination.
‘Respect for persons’ is the ethical requirement that we each recognise the intrinsic dignity of every other person – irrespective of their, gender, sex, race, religion, age … or any other non-relevant discriminator. It is this principle that underpins all human rights – and cannot be set aside without undermining the whole edifice.
Given this, we argue that any exception to the prohibition of discrimination that is accorded to people of faith must be severely restricted. That is, lawful discrimination, by people of faith, must only be allowed to the extent strictly necessary to avoid material harm to the religious sensibilities of those affected.
In short: we set a very high bar for those seeking to discriminate against others in the name of religion.
For example, there is a good case for allowing a religious school to discriminate against a person seeking employment as its Principal while concurrently rejecting the religious beliefs that inform the school’s defining ethos.
However, there is no good reason for applying such a test to the employment of a member of the same school’s maintenance team. Nor is there any justification for discriminating against a person based, say, on their sexual orientation if, in all other respects, the person aligns with the religious beliefs of the school – as understood by a significant number of believers.
This brings us to another aspect of the Centre’s submission – that discrimination based on religion only be allowed where there is broad consensus, amongst the faithful, that a belief is a legitimate expression of their religion. This should help avoid giving protection to those who occupy the extreme fringes of religious belief.
Finally, none of the above should be read as justifying restrictions on religious belief. On the contrary, we support the right of people to believe whatever they like. Furthermore, we encourage people to act in accordance with a well-informed (and well-formed) conscience.
We also urge people to realise that to act in good conscience entails the possibility of being punished if your conduct is found to be contrary to law. Such is the case of conscientious objectors who resist conscription into the armed forces, or Roman Catholic priests who choose to respect the ‘seal of the confessional’ even if the law compels them to disclose specified admissions by penitents.
This is the balance that a society needs to maintain: respecting the moral courage of those whose religious beliefs compel them to act in a manner that society must prohibit for the sake of all.
For those who are interested, The Ethics Centre’s submission on the proposed legislation will be published by the Commonwealth Attorney General’s Department in due course.
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BY Simon Longstaff
Simon Longstaff began his working life on Groote Eylandt in the Northern Territory of Australia. He is proud of his kinship ties to the Anindilyakwa people. After a period studying law in Sydney and teaching in Tasmania, he pursued postgraduate studies as a Member of Magdalene College, Cambridge. In 1991, Simon commenced his work as the first Executive Director of The Ethics Centre. In 2013, he was made an officer of the Order of Australia (AO) for “distinguished service to the community through the promotion of ethical standards in governance and business, to improving corporate responsibility, and to philosophy.” Simon is an Adjunct Professor of the Australian Graduate School of Management at UNSW, a Fellow of CPA Australia, the Royal Society of NSW and the Australian Risk Policy Institute.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
McKenzie... a fractured cog in a broken wheel
In many cases, the response to scandal is often as instructive as an assessment of its cause. So it has proved to be in the case of the issues that led to the resignation of Senator Bridget McKenzie as a Federal Government Minister.
The findings of the Auditor General unleashed a fair amount of anger and disgust – especially amongst community groups who were deemed to be meritorious recipients of funding but who missed out due to political considerations.
While I understand the outrage, strong emotions can make us blind to areas of ethical importance. As citizens, we need to notice the rapid normalisation of deviance that is eroding the foundations of our representative democracy.
In this, we should look to the insights of Edmund Burke who recognised the role played by traditions and conventions in maintaining the integrity of institutions and societies.
Those who know my writings might be surprised to find me ‘channelling’ Burke. For three decades, I have warned of the perils of unthinking custom and practice. But note that my target has always been practices and arrangements that are unthinking. I am a great admirer of customs and practices that derive their life from a conscious application of purpose, values and principles.
Too often, it is the dead hand of tradition that leads institutions to betray their underlying purposes, lose legitimacy and invite revolution. In that sense, I think that Edmund Burke and I would be in perfect accord.
I also think that Burke would be deeply concerned by the radical turn away from convention taken by the government of Prime Minister, Scott Morrison, in response to the ANAO’s ‘Sports Rort’ Report.
The government’s response has been marked by a persistent refusal to acknowledge and uphold, in practice, a couple of fundamental principles. First, that public power and monies (levied by taxes) should be used exclusively for public purposes. Second, that Ministers are responsible for all that is done in their name.
Instead, the government and its representatives have sought to distract the public by laying some false trails. They have claimed that ‘no rules were broken’. They have argued that the ‘ends justified the means’. They have suggested that the Minister should be excused from responsibility for the activities of her advisers (and possibly advisers in the offices of other ministers) who shaped decisions according to the political interests of the Coalition parties.
The fact that Senator McKenzie resigned over a ‘technical breach’ of the Ministerial Code – without any sense of remorse or censure for the way she exercised discretion in the allocation of public funds – has reinforced the public’s perception that politics and ethics have become estranged.
Just the other day someone said to me, “I can’t believe you expected anything different …”. The person then paused, in mid-sentence, and said, “Did I really just say that …? What has happened to us?”. Indeed, how have we come to accept such low standards as ‘normal’? When will we realise that we are being robbed of our reasonable expectations as citizens in a democracy?
Our government’s behaviour may deserve moral censure. However, we should not let this obscure the fact that its response to the ‘Sports Rort’ reveals a woeful lack of commitment to the preconditions for a functioning representative democracy. It is this, more than anything else, that should really worry us.
“Our government’s behaviour may deserve moral censure. However, we should not let this obscure the fact that its response to the ‘Sports Rort’ reveals a woeful lack of commitment to the preconditions for a functioning representative democracy.”
One result of a lack of clear commitment to ethics within government has been the growing demand for a Federal Integrity Commission. The idea is popular with the general public – who are sick of being held accountable for their conduct while watching the most powerful people in the nation letting each other off the hook. Given this, the major political parties are committed to the creation of this new, independent oversight body.
Personally, I think it incredibly sad that it has come to this. That multiple generations of politicians, from across the political spectrum, have made this necessary is an indictment of their stewardship of our democratic institutions.
However, if it is to be done, then it must be done well. There is no point in the Parliament putting in place a ‘paper tiger’ limited to reviewing the most extreme cases of ethical failure by the smallest possible subset of public officials. It is for that reason, I support the Beechworth Principles which were launched this week.
We deserve governments that earn our trust and preserve their legitimacy. Is that really too much to ask of our politicians?
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BY Simon Longstaff
Simon Longstaff began his working life on Groote Eylandt in the Northern Territory of Australia. He is proud of his kinship ties to the Anindilyakwa people. After a period studying law in Sydney and teaching in Tasmania, he pursued postgraduate studies as a Member of Magdalene College, Cambridge. In 1991, Simon commenced his work as the first Executive Director of The Ethics Centre. In 2013, he was made an officer of the Order of Australia (AO) for “distinguished service to the community through the promotion of ethical standards in governance and business, to improving corporate responsibility, and to philosophy.” Simon is an Adjunct Professor of the Australian Graduate School of Management at UNSW, a Fellow of CPA Australia, the Royal Society of NSW and the Australian Risk Policy Institute.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
The youth are rising. Will we listen?
When we settled on Town Hall as the venue for the Festival of Dangerous Ideas (FODI) 2020, my first instinct was to consider a choir. The venue lends itself to this so perfectly and the image of a choir – a group of unified voices – struck me as an excellent symbol for the activism that is defining our times.
I attended Spinifex Gum in Melbourne last year, and instantly knew that this was the choral work for the festival this year. The music and voices were incredibly beautiful but what struck me most was the authenticity of the young women in Marliya Choir. The song cycle created by Felix Riebel and Lyn Gardner for Marliya Choir embarks on a truly emotional journey through anger, sadness, indignation and hope.
A microcosm of a much larger phenomenon, Marliya’s work shows us that within these groups of unified voices the power of youth is palpable.
Every city, suburb and school has their own Greta Thurnbergs: young people acutely aware of the dangerous reality we are now living in, who are facing the future knowing that without immediate and significant change their future selves will risk incredible hardship.
In 2012, FODI presented a session with Shiv Malik and Ed Howker on the coming inter-generational war, and it seems this war has well and truly begun. While a few years ago the provocations were mostly around economic power, the stakes have quickly risen. Now power, the environment, quality of life, and the future of the planet are all firmly on the table. This has escalated faster than our speakers in 2012 were predicting.
For a decade now the FODI stage has been a place for discussing uncomfortable truths. And it doesn’t get more uncomfortable than thinking about the future world and systems the young will inherit.
What value do we place on a world we won’t be participating in?
Our speakers alongside Marliya Choir will be tackling big issues from their perspective: mental health, gender, climate change, indigenous incarceration, and governance.
First Nation Youth Activist Dujuan Hoosan, School Strike for Climate’s Daisy Jeffery, TEDx speaker Audrey Mason-Hyde , mental health advocate Seethal Bency and journalist Dylan Storer add their voices to this choir of young Australians asking us to pay attention.
Aged from 12 to 21, their courage in stepping up to speak in such a large forum is to be commended and supported.
With a further FODI twist, you get to choose how much you wish to pay for this session. You choose how important you think it is to listen to our youth. What value do you put on the opinions of the young compared to our established pundits?
Unforgivable is a new commission, combining the music from the incredible Spinifex Gum show I saw, with new songs from the choir and some of the boldest young Australian leaders, all coming together to share their hopes and fears about the future.
It is an invitation to come and to listen. To consider if you share the same vision of the future these young leaders see. Unforgivable is an opportunity to see just what’s at stake in the war that is raging between young and old.
These are not tomorrow’s leaders, these young people are trying to lead now.
Tickets to Unforgivable, at the Festival of Dangerous Ideas on Saturday 4 April are on sale now.
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BY Danielle Harvey
Danielle Harvey is Festival Director of the Festival of Dangerous Ideas. A curator, creative producer and director, Harvey works across live performance, talks, installation, and digital spaces, creating layered programs that connect deeply with audiences.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
This is what comes after climate grief
I can’t really lie about this. Like so many other people in the climate community hailing from Australia, I expected the impacts of climate change to come later. I didn’t define ‘later’ as much other than ‘not now, not next year, but some time after that’.
Instead, I watched in horror as Australia burst into flames. As the worst of the fire season passes, a simple question has come to the fore. What made these bushfires so bad?
The Bureau of Meteorology confirms that weather conditions have been tilting in favour of worsening fire for many decades. The ‘Forest Fire Danger Index’, a metric for this, hit records in many parts of Australia, this summer.
The Earth Systems and Climate Change Hub is unequivocal: “Human-caused climate change has resulted in more dangerous weather conditions for bushfires in recent decades for many regions of Australia…These trends are very likely to increase into the future”.
Bushfire has been around for centuries, but the burning of fossil fuels by humans has catalysed and worsened it.
Having moved away from Australia, I didn’t experience the physical impacts of the crisis. Not the air thick with smoke, or the dark brown sky or the bone-dry ground.
But I am permanently plugged into the internet, and the feelings expressed there fed into my feed every day. There was shock at the scale and at the science fictionness of it all. Fire plumes that create their own lightning? It can’t be real.
The world grieved at the loss of human life, the loss of beautiful animals and ecosystems, and the permanent damage to homes and businesses.
Rapidly, that grief pivoted into action. The fundraisers were numerous and effective. Comedian Celeste Barber, who set out to raise an impressive $30,000 AUD, ended up at around $51 million. Erin Riley’s ‘Find a Bed’ program worked tirelessly to help displaced Australians find somewhere to sleep. Australians put their heads down and got to work.
It’s inspiring to be a part of. But that work doesn’t stop with funding. Early estimates on the emissions produced by the fires are deeply unsettling. “Our preliminary estimates show that by now, CO2 emissions from this fire season are as high or higher than the CO2 emissions from all anthropogenic emissions in Australia. So effectively, they are at least doubling this year’s carbon footprint of Australia”, research scientist Pep Canadell told Future Earth.
There is some uncertainty about whether the forests destroyed by the blaze will grow back and suck that released carbon back into the Earth. But it is likely that as fire seasons get worse, the balance of the natural flow of carbon between the ground and the sky will begin to tip in a bad direction.
Like smoke plumes that create their own ‘dry lightning’ that ignite new fires, there is a deep cyclical horror to the emissions of bushfire.
It taps into a horror that is broader and deeper than the immediate threat; something lingers once the last flames flicker out. We begin to feel that the planet’s physical systems are unresponsive. We start to worry that if we stopped emissions, these ‘positive feedbacks’ (a classic scientific misnomer) mean we’re doomed regardless of our actions.
“An epidemic of giving up scares me far more than the predictions of climate scientists”, I told an international news journalist, as we sat in a coffee shop in Oslo. It was pouring rain, and it was warm enough for a single layer and a raincoat – incredibly strange for the city in January.
She seemed surprised. “That scares you?” she asked, bemused. Yes. If we give up, emissions become higher than they would be otherwise, and so we are more exposed to the uncertainties and risks of a planet that starts to warm itself. That is paralysing, to me.
It is scarier than the climate change denial of the 2010s, because it has far greater mass appeal. It’s just as pseudoscientific as denialism. “Climate change isn’t a cliff we fall off, but a slope we slide down”, wrote climate scientist Kate Marvel, in late 2018.
In response to Jonathan Franzen’s awful 2019 essay in which he urges us to give up, Marvel explained why ‘positive feedbacks’ are more reason to work hard to reduce emissions, not less. “It is precisely the fact that we understand the potential driver of doom that changes it from a foregone conclusion to a choice”.
A choice. Just as the immediate horrors of the fires translated into copious and unstoppable fundraising, the longer-term implications of this global shift in our habitat could precipitate aggressive, passionate action to place even more pressure on the small collection of companies and governments that are contributing to our increasing danger.
There are so many uncertainties inherent in the way the planet will respond to a warming atmosphere. I know, with absolute certainty, that if we succumb to paralysis and give up on change, then our exposure to these risks will increase greatly.
We can translate the horror of those dark red months into a massive effort to change the future. Our worst fears will only be realised if we persist with the intensely awful idea that things are so bad that we ought to give up.
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BY Ketan Joshi
Was a speaker at IQ2: It's too soon to ditch fossil fuels. He is a science communicator with over eight years experience across The Monthly, Gizmodo, Cosmos and with the CSIRO.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
Extending the education pathway
In the course of 2019, The Ethics Centre reviewed and adopted a new strategy for the five years to 2024.
The key insight to emerge from the strategic planning process was that the Centre should focus on growing its impact through innovation, partnerships, platforms and pathways.
We focus here on just one of those factors – ‘pathways’ and, in particular, the education pathway.
The Ethics Centre is not new to the education game. To this day, the establishment of Primary Ethics – which teaches tens of thousands of primary students every week in NSW – is one of our most significant achievements.
As Primary Ethics continues to break new ground, we feel it’s time to bring our collective skills to bear along the broader education pathway.
With this in mind, we’re delighted to report that The Ethics Centre and NSW Department of Education and Training have signed a partnership to develop curriculum resources and materials to support the teaching and learning of ethical deliberation skills in NSW schools, including within existing key learning areas.
This exciting project will see us working with and through the Department’s Catalyst Innovation Lab alongside gifted teachers and curriculum experts – rather than merely seeking to influence from the outside.
In addition, we have also formed a further partnership with one of the Centre’s Ethics Alliance members, Knox Grammar School. This will involve the establishment of an ‘Ethicist-in-residence’ at the school, the application of new approaches to exploring ethical challenges faced by young adults, and the development of a pilot program where students in their final years of secondary education undertake an ethics fellowship at the Centre.
In due course, we hope that the work pioneered in these two partnerships and others will produce scalable platforms that can be extended across Australia. Detailed plans come next, and we believe the potential for impact along this pathway is significant.
We believe ethics education is a central component of lifelong learning – extending from the earliest days of schooling through secondary schooling, higher education and into the workplace.
The broadening of the education pathway therefore provides new opportunities for The Ethics Centre and Primary Ethics to work together – sharing our complementary skills and experience in service of our shared objectives, for the common good.
If you have an interest in supporting this work, at any point along the pathway, then please contact Dr Simon Longstaff at The Ethics Centre, or Evan Hannah, who leads the team at Primary Ethics.
Dr Simon Longstaff is Executive Director of The Ethics Centre: www.ethics.org.au
Evan Hannah can be contacted via Primary Ethics at: www.primaryethics.com.au
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BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
A burning question about the bushfires
At the height of the calamity that has been the current bushfire season, people demanded to know why large parts of our country were being ravaged by fires of a scale and intensity seldom seen.
In answer, blame has been sheeted home to the mounting effects of climate change, to failures in land management, to our burgeoning population, to the location of our houses, to the pernicious deeds of arsonists…
However, one thing has not made the list, ethical failure.
I suspect that few people have recognised the fires as examples of ethical failure. Yet, that is what they are. The flames were fuelled not just by high temperatures, too little rain and an overabundance of tinder-dry scrub. They were also the product of unthinking custom and practice and the mutation of core values and principles into their ‘shadow forms’.
Bushfires are natural phenomena. However, their scale and frequency are shaped by human decisions. We know this to be true through the evidence of how Indigenous Australians make different decisions – and in doing so – produce different effects.
Our First Nations people know how to control fire and through its careful application help the country to thrive. They have demonstrated (if only we had paid attention) that there was nothing inevitable about the destruction unleashed over the course of this summer. It was always open to us to make different choices which, in turn, would have led to different outcomes.
This is where ethics comes in. It is the branch of philosophy that deals with the character and quality of our decisions; decisions that shape the world. Indeed, constrained only by the laws of nature, the most powerful force on this planet is human choice. It is the task of ethics to help people make better choices by challenging norms that tend to be accepted without question.
This process asks people to go back to basics – to assess the facts of the matter, to challenge assumptions, to make conscious decisions that are informed by core values and principles. Above all, ethics requires people to accept responsibility for their decisions and all that follows.
This catastrophe was not inevitable. It is a product of our choices.
For example, governments of all persuasions are happy to tell us that they have no greater obligation than to keep us safe. It is inconceivable that our politicians would ignore intelligence suggesting that a terrorist attack might be imminent. They would not wait until there was unanimity in the room. Instead, our governments would accept the consensus view of those presenting the intelligence and take preventative action.
So, why have our political leaders ignored the warnings of fire chiefs, defence analysts and climate scientists? Why have they exposed the community to avoidable risks of bushfires? Why have they played Russian Roulette with our future?
It can only be that some part of society’s ‘ethical infrastructure’ is broken.
In the case of the fires, we could have made better decisions. Better decisions – not least in relation to the challenges of global emissions, climate change, how and where we build our homes, etc. – will make a better world in which foreseeable suffering and destruction is avoided. That is one of the gifts of ethics.
Understood in this light, there is nothing intangible about ethics. It permeates our daily lives. It is expressed in phenomena that we can sense and feel.
So, if anyone is looking for a physical manifestation of ethical failure – breathe the smoke-filled air, see the blood-red sky, feel the slap from a wall of heat, hear the roar of the firestorm.
The fires will subside. The rains will come. The seasons will turn. However, we will still be left to decide for the future. Will our leaders have the moral courage to put the public interest before their political fortunes? Will we make the ethical choice and decide for a better world?
It is our task, at The Ethics Centre, to help society do just that.
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BY Simon Longstaff
Simon Longstaff began his working life on Groote Eylandt in the Northern Territory of Australia. He is proud of his kinship ties to the Anindilyakwa people. After a period studying law in Sydney and teaching in Tasmania, he pursued postgraduate studies as a Member of Magdalene College, Cambridge. In 1991, Simon commenced his work as the first Executive Director of The Ethics Centre. In 2013, he was made an officer of the Order of Australia (AO) for “distinguished service to the community through the promotion of ethical standards in governance and business, to improving corporate responsibility, and to philosophy.” Simon is an Adjunct Professor of the Australian Graduate School of Management at UNSW, a Fellow of CPA Australia, the Royal Society of NSW and the Australian Risk Policy Institute.
BY The Ethics Centre
The Ethics Centre is a not-for-profit organisation developing innovative programs, services and experiences, designed to bring ethics to the centre of professional and personal life.
The virtues of Christmas
Christmas is upon us. It’s a time of giving. A time for celebrating with family and love ones. And a time to navigate a number of sticky ethical challenges.
It starts early in the morning; the gifts are distributed, and you unwrap Grandma’s exquisitely wrapped parcel only to reveal a hideous pair of underwear that may have once been in fashion during the great depression. You immediately call on your best poker face, but it may have already betrayed your disappointment. Should you lie and say, ‘thanks Nan, I really love them?’
Next comes the Christmas lunch tirade; you’re seated next to an opinionated uncle you only see once a year at Christmas who, predictably, after too many of his favourite Christmas beverages begins an annual festive diatribe that escalates rapidly from the opinionated to the offensive. Do you speak your mind?
Finally, the inevitable clash with your mother in law; she cannot help being critical about everything surrounding the festivities. The inevitable flare-up will happen after clearing away lunch, which you like to refer to it as the annual arm wrestle, a well-worn conflict over everything from how to stack the dishwasher to how the kids can and cannot play. This year will no doubt be worse as you are hosting the event. Do you stand your ground?
Most of us ask “What should I do?” when we think about ethics. However, we can approach it another way by asking, “What kind of person should I be?” Philosophical thinkers in this tradition turn to virtue ethics for the answers.
While it’s one thing to ask what kind of person should I be, it’s another thing to know how to live as that person. For Aristotle the answer to both of these questions is to act virtuously. Acting as though we already possess the best virtues is how we develop a virtuous character.
And if ever there was a time to test out the virtues of our character, it’s Christmas.
Virtue ethics, unlike other approaches, does not provide specific rules for addressing ethical questions. Instead, good actions are those that a person of good character would display. Aristotle, one of the most influential philosophers in this tradition, developed a comprehensive system of virtue ethics.
Let’s take a look at how it can help us navigate the minefield of Christmas’ annual dilemmas.
The underwear from Grandma? If asking what should you do, you might take a lead from consequentialism. You could simply smile and say ‘I love it Grandma’. After all, she meant well, a white lie makes her happy, keeps the economy ticking and doesn’t rock the family emotional boat. It produces the best overall outcome.
Other philosophers might suggest a different approach. Those in the deontological tradition, such as Immanuel Kant would argue that lying of any kind is unethical, even those white lies that are intended to spare someone’s feelings.
Unlike other approaches to ethics, virtue ethics does not rely on rules to guide action. While ‘do not lie,’ is a rule, ‘being honest’ is a virtue.
However, a virtue, on its own, doesn’t tell us too much that is helpful because virtues are interrelated, you can’t have one virtue without having others. To have a virtue is to be a particular type of person with a particular mindset and outlook on life. They are what’s called a ‘multi-track disposition’ – they go all the way down.
Honesty is not the only virtue at stake here. Acting virtuously requires us to calibrate between virtues. Because Grandma has the best intentions, she will no doubt take your honesty to heart. Honestly speaking your mind could be selfish at one extreme, and while a white lie at the other end might be considered selfless. What sits between these extremes Aristotle called the Golden Mean.
What would a fair person do? They might tell Grandma that they appreciate the thought but would like to do justice to her intentions by exchanging the gift for something that they will like, wear and remember Grandma every time they put it on.
So, let’s see what virtue ethics can teach us about managing that outspoken uncle. Imagine that dessert is now served and your uncle has flipped the switch to obnoxious. You try and avoid engaging with his tirades every year, but this year he is particularly offensive. His views are not only a dampener on the festive feels, but several members of the family are visibly hurt and upset by some of his more extreme views.
All families have their patterns that play out when people come together and the pre-determined roles we all play are difficult to shift.
What would we do if we were already a virtuous person? By imagining what a virtuous character would do in this situation we can start to practically explore how to become the best version of ourselves.
In the virtue ethics approach imagination is important in helping to shift unthinking and prescribed patterns of behaviours. What would we do if we were already a virtuous person? By imagining what a virtuous character would do in this situation we can start to practically explore how to become the best version of ourselves.
A virtuous person might ask themselves ‘how would I like to be treated if I were them?’ This particular uncle may not have many opportunities in their daily life to be heard. In many of the virtue ethics traditions compassion is a cardinal virtue. Exercising the virtue of compassion allows us to not only avoid rushing to judgement, but also gives us space to disarm the triggers that usually fire off in response to his toxic views.
The virtue of temperance – self-control and restraint – also helps here. While his views may trigger you strongly, appealing to logic with counterarguments will most likely not be effective.
It is almost impossible to change a person’s strongly held views with counter-logic. Paraphrasing back the points and emotions they are expressing not only lets them know their experience matters but also provides a circuit breaker by reflecting back their views. Research suggests that engaging in this way can make someone feel more understood and, as a result, less defensive or difficult.
When unsure about what the best virtue looks like in practice, virtue ethics suggests looking to someone of good character for direction by imagining how they would act in the same situation. Moral exemplars are an important feature of virtue ethics. Ethics is messy and no decision procedure provides a precise algorithm which will tell us definitively what to do when faced with difficult choices. Moral exemplars are people in our world who possess the best form of the virtues. Knowing what to do is not simply a matter of internalising a rule; for Aristotle virtue ethics it is about doing the right thing at the right time, in the right way and for the right reason. Moral exemplars help show us the way.
So, when it comes to the inevitable clash with your mother in law, imagine what someone you admire most would do. A moral exemplar might act intentionally with the virtues of humility, grace and generosity, showing her that what is important in hosting Christmas is not the power struggle to control the day but respecting differences and others’ boundaries. They might find ways to include some of her traditions in the day.
The development of character is at the heart of virtue ethics. We develop that character throughout our life through the virtues and in doing so we make wise choices.
This Christmas people may be looking at you to be that person.
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BY John Neil
As Director of Education and Innovation at The Ethics Centre, John collaborates closely with a talented team of specialists and subject matter experts to shape the tools, frameworks, and programs that drive our work forward. He brings a rich and varied background as a consultant, lecturer, and researcher, with expertise spanning ethics, cultural studies, sustainability, and innovation. This multidisciplinary perspective allows him to introduce fresh, thought-provoking approaches that energise and inspire our initiatives. John has partnered with some of Australia’s largest organisations across diverse industries, to place ethics at the heart of organisational life. His work focuses on education, cultural alignment, and leadership development to foster meaningful and lasting impact.