An aerial view of floodwater covering the land as far as the eye can see, around Taunsa near Multan, Pakistan, Sunday, Aug. 1, 2010. (AP Photo/Khalid Tanveer)

A boy sits on a bed as his family members salvage belongings from their destroyed house in Pabbi, Pakistan on August 5, 2010. (REUTERS/Faisal Mahmood)

From the Big Picture photoblog from the Boston Globe Severe flooding in Pakistan and  Continuing Pakistani floods.  Also National Geographic.

The Moderate Resolution Imaging Spectroradiometer (MODIS) on NASA’s Aqua satellite captured these images of the Indus River around the city of Jacobabad. Acquired August 18, 2009

The Moderate Resolution Imaging Spectroradiometer (MODIS) on NASA’s Aqua satellite captured these images of the Indus River around the city of Jacobabad. Acquired August 17, 2010

Views from space of Flooding in Pakistan from NASA EOS.

Related posts:

1. Algal Bloom along the Coast of China
2. The Shrinking Aral Sea
3. Mapping global fires

Related posts:

1. Resilience, Vulnerability, and Change in Environmental Governance Systems
2. Integration of Social Sciences: Mazlish’s the Uncertain Sciences
3. Resilience networks in global environmental change science

Ethan Zuckerman provides a summary of the talk here.

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1. Johan Röckstrom talks about Planetary Boundaries
2. Planetary Boundaries
3. Three books about planetary transformation

When you try to solve a problem, you begin by concentrating on obvious facts and familiar solutions, to see if the answer lies there. This is a mostly left-brain stage of attack. If the answer doesn’t come, the right and left hemispheres of the brain activate together. Neural networks on the right side scan remote memories that could be vaguely relevant. A wide range of distant information that is normally tuned out becomes available to the left hemisphere, which searches for unseen patterns, alternative meanings, and high-level abstractions.

Having glimpsed such a connection, the left brain must quickly lock in on it before it escapes. The attention system must radically reverse gears, going from defocused attention to extremely focused attention. In a flash, the brain pulls together these disparate shreds of thought and binds them into a new single idea that enters consciousness. This is the “aha!” moment of insight, often followed by a spark of pleasure as the brain recognizes the novelty of what it’s come up with.

Now the brain must evaluate the idea it just generated. Is it worth pursuing? Creativity requires constant shifting, blender pulses of both divergent thinking and convergent thinking, to combine new information with old and forgotten ideas. Highly creative people are very good at marshaling their brains into bilateral mode, and the more creative they are, the more they dual-activate.

Is this learnable? Well, think of it like basketball. Being tall does help to be a pro basketball player, but the rest of us can still get quite good at the sport through practice. In the same way, there are certain innate features of the brain that make some people naturally prone to divergent thinking. But convergent thinking and focused attention are necessary, too, and those require different neural gifts. Crucially, rapidly shifting between these modes is a top-down function under your mental control. University of New Mexico neuroscientist Rex Jung has concluded that those who diligently practice creative activities learn to recruit their brains’ creative networks quicker and better. A lifetime of consistent habits gradually changes the neurological pattern.

…

The good news is that creativity training that aligns with the new science works surprisingly well. The University of Oklahoma, the University of Georgia, and Taiwan’s National Chengchi University each independently conducted a large-scale analysis of such programs. All three teams of scholars concluded that creativity training can have a strong effect. “Creativity can be taught,” says James C. Kaufman, professor at California State University, San Bernardino.

What’s common about successful programs is they alternate maximum divergent thinking with bouts of intense convergent thinking, through several stages. Real improvement doesn’t happen in a weekend workshop. But when applied to the everyday process of work or school, brain function improves.

A related article Forget Brainstorming provides some suggestions on how to stimulate creativity:

Get moving.
Almost every dimension of cognition improves from 30 minutes of aerobic exercise, and creativity is no exception. The type of exercise doesn’t matter, and the boost lasts for at least two hours afterward. However, there’s a catch: this is the case only for the physically fit. For those who rarely exercise, the fatigue from aerobic activity counteracts the short-term benefits.

Take a break.
Those who study multi-tasking report that you can’t work on two projects simultaneously, but the dynamic is different when you have more than one creative project to complete. In that situation, more projects get completed on time when you allow yourself to switch between them if solutions don’t come immediately. This corroborates surveys showing that professors who set papers aside to incubate ultimately publish more papers. Similarly, preeminent mathematicians usually work on more than one proof at a time.

…

Explore other cultures.
Five experiments by Northwestern’s Adam Galinsky showed that those who have lived abroad outperform others on creativity tasks. Creativity is also higher on average for first- or second-generation immigrants and bilinguals. The theory is that cross-cultural experiences force people to adapt and be more flexible. Just studying another culture can help. In Galinsky’s lab, people were more creative after watching a slide show about China: a 45-minute session increased creativity scores for a week.

Related posts:

1. Psychological Distance Stimulates Creativity
2. Ambivalence and creativity
3. Teaching Using A World Simulation Game

The Case of Tony Hayward and the Gulf Oil Spill will be fodder for business school discussions for years to come, as a how-not-to-do-it guide for leadership when disaster strikes.

Mr. Hayward must have studied management in a parallel universe, where a set of anti-rules for bad leadership are taught. Here’s what I imagine are those anti-rules.

* Deny and minimize problems. Drop any mention of the high-minded principles you announced at the beginning of your term, such as safety and a culture that puts people first. Sweep them under the rug as you play down the significance of the crisis. Or better yet, find someone else to blame — a supplier, a business partner, a lowly employee or two.

* Emphasize your own power and importance. Keep yourself front and center all the time. Rarely bring forward the rest of the team, nor even indicate that it’s a team effort.

* Make the story all about you. Talk about your heavy burdens and the costs to your life. When forced to acknowledge the true victims, pay lip service.

* Never apologize, and don’t even pretend to learn from your mistakes. Brush off public disapproval, and persist in the same mindless behavior that provoked criticism in the first place.

* Hang onto your job even when it’s clear you should go, in order to negotiate the highest severance package, whether you deserve it or not. Don’t even consider a deferred resignation to allow for smooth suggestion. Cling to power, and keep everyone guessing to the very end.

Just reverse these rules, and the outcome could have been different. Good leaders must face facts, prepare for the worst case scenario, draw on the whole team, show constant concern for stakeholders, acknowledge mistakes and not make the same ones twice, and do the honorable thing if getting in the way of company progress. BP, in fact, mobilized thousands of employees and former employees from around the world to work on the Gulf Oil spill; the saga of Mr. Hayward now seems peripheral to the main action.

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1. Catastrophe Bonds: Markets, Learning and Volatility
2. Water in the American West: Learning from Crisis
3. The Dark Side of Business Management

At a gathering last month over drinks and finger food, a specialist at the World Bank related the story of how female weavers in a remote Amazonian region of Guyana had against all odds built themselves a thriving global online business selling intricately woven hammocks for $1,000 apiece.

The state phone company had donated a communications center that helped the women find buyers around the world, selling to places like the British Museum. Within short order, though, their husbands pulled the plug, worried that their wives’ sudden increase in income was a threat to the traditional male domination in their society.

Technology’s potential to bring about social good is widely extolled, but its failures, until now, have rarely been discussed by nonprofits who deploy it. The experience in Guyana might never have come to light without FailFaire, a recurring party whose participants revel in revealing technology’s shortcomings.

“We are taking technology embedded with our values and our culture and embedding it in the developing world, which has very different values and cultures,” Soren Gigler, the World Bank specialist, told those at the FailFaire event here in July.

Behind the events is a Manhattan-based nonprofit group, MobileActive, a network of people and organizations trying to improve the lives of the poor through technology. Its members hope light-hearted examinations of failures will turn into learning experiences — and prevent others from making the same mistakes.

“I absolutely think we learn from failure, but getting people to talk about it honestly is not so easy,” said Katrin Verclas, a founder of MobileActive. “So I thought, why not try to start conversations about failure through an evening event with drinks and finger foods in a relaxed, informal atmosphere that would make it seem more like a party than a debriefing.”

On FailFaire’s blog, Ian Thorpe Reflects on Learning from Failure from a Failfaire Attendee:

A few shared lessons emerged which might also seem familiar to us in UNICEF: …

• People – not just technology – and process. Finding the right partners, listening to them and engaging them are critical success factors. A project that works well in one context might be ineffective in others if you don’t have the right partners and you don’t engage and make use of the skills and knowledge of the people you are working with.

• Make sure to pilot and test. Before scaling up a project, or before using it in a critical setting, make sure to have enough time to thoroughly test it and work out the kinks.

• Beware of “zombie” projects. If we are too attached to a “good idea” and have invested a lot of effort we are often unwilling to admit it is a failure and let go of it, and it keeps coming back from the dead, or it limps along unsuccessfully, not fully supported but still consuming valuable resources.

• Failures can lead to future successes. While a particular project might fail it can lead to new innovation and subsequent success. Look out for the learning and for the unexpected successful spin-off opportunities.

Some of these lessons might seem obvious with the benefit of hindsight – but it doesn’t stop them from recurring in development work.

As to the idea behind the event, I’m a strong believer in the value of learning from our mistakes if people would be willing to admit them and share them with others. This is challenging within a large publicly funded organization that places a lot of emphasis on delivering results and holding people accountable for them, but if we don’t do it we are at risk of continually repeating the same mistakes and in keeping alive our zombie projects because no-one wants to admit they are failing.

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1. Success through failure
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3. Mobile phones and global communication

HydroSHEDS is:

a new hydrographic mapping product that provides river and watershed information for regional and global-scale applications in a consistent format. It offers a suite of geo-referenced data sets (vector and raster) at various scales, including river networks, watershed boundaries, drainage directions, and flow accumulations. HydroSHEDS is based on high-resolution elevation data obtained during a Space Shuttle flight for NASA’s Shuttle Radar Topography Mission (SRTM).

It can be downloaded from USGS at HydroSHEDS Data.

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The show can be downloaded (download audio) or its transcript read online.  From the transcript:

Antony Funnell: But in a very practical sense, how does it make the situation better for the catchment authorities? Why is it preferable that they use resilience theory in their thinking, than the sort of traditional approaches that they’ve taken to solving these sorts of problems?

Paul Ryan: That’s a good question. Why should we try to bring in a new concept? Well in the past, we’ve used different approaches like sustainability as our sort of broad approach. Now sustainability as a concept is as a useful sort of catch-all, but when you really get down to it, what is sustainability? We’re not really sure what will be sustainable in the long-term. So trying to set a course or a pathway towards some sustainable point in the future, is a real challenge. What resilience thinking does is, it just brings a different perspective that says, What are the limits, for a start? Let’s understand the limits to this system so we know that all systems of people and nature that are interacting, people and their environment that are interacting. It has limits, and resilience thinking helps to identify those limits, and it says, ‘When you reach those limits, if you go beyond that, if you go over some tipping point, a threshold, if you go past that point, things will change, and they could change quite rapidly and quite unexpectedly, in ways that we don’t predict.

So resilience thinking for a start says ‘Let’s identify those limits to the system and how it operates’, and it helps us to think about how do we stay and manage within those limits? And so it’s sort of for a start, it sets the boundaries for a safe operating place, if you like.

The next question we ask is, Well what do we want to be resilient to? What are the possible things that could come along and impact on the system? And some of them are things we know a lot about – drought, bushfires, those types of things. But there’s a lot of challenges that we don’t know about, or there’s combinations of challenges. So if you think about the sorts of things that have happened in the last few years, just in Victoria alone, where I’m from. We’ve had the devastating bushfires, the drought, the global financial crisis which obviously affected the whole of Australia, we’ve had the threat of swine flu, we’ve had this combination of things that came along all at once, and we’re just not, traditionally we’re not prepared for those types of combinations of things. Resilience thinking helps us to think about those things in a structured way.

So the Catchment authorities have been dealing with lots of complexity, in all of these different issues, and our traditional approaches have been fairly one-dimensional. They assume that things will change in a fairly predictable way. Resilience thinking says things aren’t predictable, and we need to just accept that change is a really dominant part of our world, and so how do we work with that change and stay within some safe operating limits?

via Victor Galaz

Related posts:

1. Radio Feature: Resilience, Adaptation and Transformation in Turbulent Times
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… Scientists aren’t sure what will happen when a significant portion of the Arctic Ocean changes from white, sunlight-reflecting ice to dark, sunlight-absorbing open water. But most aren’t sanguine.

These experts are especially concerned that new patterns of air movement in the Arctic could disrupt the Northern Hemisphere’s jet streams — which are apparently weakening and moving northward. This could alter storm tracks, rainfall patterns and food production far to the south.

The limited slack in the world’s food system, particularly its grain production, can amplify the effects of disruptions. Remember that two years ago, when higher oil prices encouraged farmers to shift enormous tracts of cropland from grain to biofuel production, grain prices quickly doubled or tripled. Violence erupted in dozens of countries. Should climate change cause crop failures in major food-producing regions of Europe, North America and East Asia, the consequences would likely be far more severe.

Policy makers need to accept that societies won’t make drastic changes to address climate change until such a crisis hits. But that doesn’t mean there’s nothing for them to do in the meantime. When a crisis does occur, the societies with response plans on the shelf will be far better off than those that are blindsided. The task for national and regional leaders, then, is to develop a set of contingency plans for possible climate shocks — what we might call, collectively, Plan Z.

Some work of this kind is under way at intelligence agencies and research institutions in the United States and Europe. Harvard’s Kennedy School of Government has produced one of the best studies, “Responding to Threat of Climate Change Mega-Catastrophes.” But for the most part these initiatives are preliminary and uncoordinated.

We need a much more deliberate Plan Z, with detailed scenarios of plausible climate shocks; close analyses of options for emergency response by governments, corporations and nongovernmental groups; and clear specifics about what resources — financial, technological and organizational — we will need to cope with different types of crises.

In the most likely scenarios, climate change would cause some kind of regional or continental disruption, like a major crop failure; this disruption would cascade through the world’s tightly connected economic and political systems to produce a global effect. …

If so, a Plan Z for this particular scenario would help us make the most of the opportunity. It would provide guidelines for regional and local leaders on how to respond to the crisis. We would decide in advance where supplies of water would be found and who would get priority allocations; local law enforcement and emergency responders would already have worked out lines of authority with federal agencies and the military.

Then there are the broader steps to mitigate climate change in general. Here, Plan Z would address many critical questions: How fast could carbon emissions from automobiles and energy production be ramped down, and what would be the economic, political and social consequences of different rates of reduction? Where would we find the vast amounts of money needed to overhaul existing energy systems? How quickly could different economic sectors and social groups adapt to different kinds of climate impacts? And if geoengineering to alter earth’s climate — for example, injecting sulfates into the high atmosphere — is to be an option, who would make the decision and undertake the operation?

Looking over the endless, empty horizon of the Arctic, I find it hard to imagine this spot being of any importance to global affairs. But it is just one of many places now considered marginal that could be the starting point for a climate shock that plays a central role in the evolution of human civilization. We need to be ready.

See previous RS posts on Homer-Dixon’s work here.

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1. Uncertainty and climate change
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In many developing countries, an individual household will often engage in a range of economic sectors, such as fishing, farming, and tourism. These diverse ‘livelihood portfolios’ are thought to help to spread risk and make households more resilient to shocks in a particular sector. Whether and how local people engage in multiple occupations has important implications for how people use and manage natural resources and is of particular relevance to people involved in managing natural resources. But for scientists, donors, and policy makers, unraveling the complexity of livelihoods in developing countries has been extremely challenging.

In our recent paper in PLoS ONE, we developed a novel method for exploring complex household livelihood portfolios.  We used a network-based approach to examine how the role of natural resource-based occupations changes along spectra of socioeconomic development and population density in 27 communities across 5 western Indian Ocean countries (see Fig. 1).

Figure 1. Kenyan livelihood landscape maps at various scales of social organization: a) Shela, Kenya; b) an aggregation of peri-urban sites in Kenya; c) an aggregation of rural sites in Kenya; d) all sites in Kenya.

In Figure 1 the links between occupations are indicated by arrows. The size of a node indicates the relative involvement in that occupational sector (larger node means more people are involved). The direction of the arrows indicates the priority of ranking. Thus an arrow into an occupation indicates that the occupation was ranked lower than the occupation the arrow came from. The thickness of the arrows corresponds to the proportion of households being engaged in the, by themselves, higher ranked occupation that are also engaged in the lower ranked occupation. The proportion of the node that is shaded represents the proportion of people that ranked that occupation as a primary occupation.

We found:

• an increase in household-level specialization with development for most (but not all) occupational sectors, including fishing and farming, but that at the community-level, economies remained diversified.
• We also found that households in less developed communities often share a common occupation, whereas that patterns is less pronounced in more developed communities. This may have important implications for how people both perceive and solve conflicts over natural resources.

Finally, our network-based approach to exploring livelihood portfolios can be utilized for many more types of analyses conducted at varying scales, ranging from small villages to states and regions.

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3. Losing agricultural diversity

The guidebook is structured as an annotated compilation of relevant papers, reports, and articles that can be freely accessed on the internet. It is not intended to serve as a complete bibliography of available literature, but more as an overview of the different concepts and ideas that animate ongoing discussions on the topic of the Green Economy.

It includes the concept of resilience but points to the secondary literature (it does provide a link the the RA’s website). The Guidebook writes:

The concept of resilience is becoming increasingly used in both natural and social sciences. It is highly relevant to economics in general and the Green Economy concept in particular. The resilience of an economy is intimately linked to its sustainability. The concept of resilience is most appropriately used for analyzing various systems in an effort to assess its capacity to absorb shocks without resulting in a change of state. From an ecological perspective, emphasis is placed on the role of biodiversity in sustaining ecosystem functions (Hooper, 2005). In an economic perspective, it is particularly useful for analyzing vulnerability and dependence of societies on their natural resources base and the capacity that local economies have for ensuring that they are resilient to disturbances (e.g. climate change; market fluctuations, etc.) (WRI, 2008). The notion of resilience also highlights the importance of anticipating potential thresholds and tipping points for a global economy that is expanding within a finite biosphere is faced with (Rockström et al., 2009).

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1. Mapping global flows of virtual green and blue water
2. Normalized global maps – population vs. economy
3. Principles of Biomimicry for Green Design

A research team at the Swedish Institute for Infectious Disease Control, recently published data showing that queries for *vomit* (asterisks denote any prefix or suffix) submitted to the search engine on a medical website in Sweden (www.vardguiden.se), match the number of laboratory-verified cases almost perfectly (see figure).

Figure. Number of queries for *vomit* submitted to a medical Web site (blue), number of laboratory-verified norovirus samples (red), with baselines and 99% prediction intervals, and number of media articles about winter vomiting disease (black) in Sweden, 2005–2010. From: Hulth A, Andersson Y, Hedlund K-O, Andersson M. Eye-opening approach to norovirus surveillance [letter]. Emerg Infect Dis. 2010 Aug: http://www.cdc.gov/EID/content/16/8/1319.htm

The original article in Emerging Infectious Diseases can be found here.

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