Most people confuse having an opinion with thinking.
By Andrew Zolli
FOR decades, people who concern themselves with the world’s “wicked problems” — interconnected issues like environmental degradation, poverty, food security and climate change — have marched together under the banner of “sustainability”: the idea that with the right mix of incentives, technology substitutions and social change, humanity might finally achieve a lasting equilibrium with our planet, and with one another.
It’s an alluring and moral vision, and in a year that has brought us the single hottest month in recorded American history (July), a Midwestern drought that plunged more than half the country into a state of emergency, a heat wave across the eastern part of the country powerful enough to melt the tarmac below jetliners in Washington and the ravages of Hurricane Sandy, it would seem a pressing one, too.
Yet today, precisely because the world is so increasingly out of balance, the sustainability regime is being quietly challenged, not from without, but from within. Among a growing number of scientists, social innovators, community leaders, nongovernmental organizations, philanthropies, governments and corporations, a new dialogue is emerging around a new idea, resilience: how to help vulnerable people, organizations and systems persist, perhaps even thrive, amid unforeseeable disruptions. Where sustainability aims to put the world back into balance, resilience looks for ways to manage in an imbalanced world.
It’s a broad-spectrum agenda that, at one end, seeks to imbue our communities, institutions and infrastructure with greater flexibility, intelligence and responsiveness to extreme events and, at the other, centers on bolstering people’s psychological and physiological capacity to deal with high-stress circumstances.
For example, “resilience thinking” is starting to shape how urban planners in big cities think about updating antiquated infrastructure, much of which is robust in the face of normal threats like equipment failures but — as was just demonstrated in the New York region — fragile in the face of unanticipated shocks like flooding, pandemics, terrorism or energy shortages.
Combating those kinds of disruptions isn’t just about building higher walls — it’s about accommodating the waves. For extreme weather events, that means developing the kinds of infrastructure more commonly associated with the Army: temporary bridges that can be “inflated” or positioned across rivers when tunnels flood, for example, or wireless “mesh” networks and electrical microgrids that can compensate for exploding transformers.
We’ll also need to use nature itself as a form of “soft” infrastructure. Along the Gulf Coast, civic leaders have begun to take seriously the restoration of the wetlands that serve as a vital buffer against hurricanes. A future New York may be ringed with them too, as it was centuries ago.
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