Close This site uses cookies. If you continue to use the site you agree to this. For more details please see our cookies policy.


Type your text, and hit enter to search:

Volume 16  Issue 1

This edition’s cover is a representation of the increasing volatility and temperature of opinions, discourse and beliefs.

An ‘addiction to outrage’ is heating up (p76) and red hot rhetoric is dwarfing calmer, pragmatic and measured reasoning, like a rampant infection burning through communities and the world. Our feature on society and polarisation unpicks this phenomenon, because to treat the symptoms, we must first understand the causes, recognising how a complex online ecosystem inflames predispositions to the point where they boil over into real world consequences.

But the cover is also a more literal depiction of climbing temperatures and a far less stable world environment. CRJ has covered climate issues for many years, homing in on how they affect frontline responders, societies and individuals. More than climate and rising temperatures – the tipping points to calamity are manifold and include biodiversity and ecosystems. Humanity’s complex interaction with nature means we treat the world’s resources as if they are an infinite commodity, squandering and polluting without considering the repercussions (p54 and p58).

The Covid-19 pandemic is far from over, but the small glimmers of hope have become more concrete. As Mami Mizutori of the UNDRR says on p50, we must seize the opportunity of crisis and: “Use it to understand better what is going on around us. We mustn’t see a disaster or crisis purely as a threat... If we prevent better, the recovery process can be a wonderful opportunity, or it can be a catastrophe.”

Governments, the public, private and third sectors can apply valuable lessons and build back better. Part of this lies in succession planning, diversity, proactive leadership resilience and continuous improvement, as covered by our feature (from p14 onwards).

Because as we keep our feet strongly grounded in the present, while remembering and drawing upon what has been learnt from the past, we have to keep both eyes firmly fixed on the horizon to anticipate the future, and make sure that in solving current problems, we do not unintentionally create new risks, or exacerbate latent threats.

    Tweet       Post       Post
Oops! Not a subscriber?

This content is available to subscribers only. Click here to subscribe now.

If you already have a subscription, then login here.