Tag Archives: oil spill

Ecological Economics, Visualization

Seven Reflections on Disasters and resilience from around the web

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1) The Boston Globe’s Big Picture photo blog has pictures of Japan one month after the quake & tsunami

2) Andy Revkin comments on DotEarth on the limits of Japan’s disaster memory in response to a fascinating Associated Press article by by Jay Alabaster – Tsunami-hit towns forgot warnings from ancestors.

3) And Andy Revkin also wonder’s whether nuclear power is simply too brittle to be a resilient power source.

4) Richard A. Kerr writes in Science Magazine article Long Road to U.S. Quake Resilience about recent NRC report that argues that it is underfunding programs to develop resilience to Earthquakes.

5) New York Times on how Danger Is Pent Up Behind Aging Dams. Apparently of the USA’s 85,000 dams, more than 4,400 are considered susceptible to failure, but governments cannot agree on who should pay for renovations.

6) Bob Costanza and others write in Solutions magazine on Solutions for Averting the Next Deepwater Horizon.  They argues that sensible resource development should require resource developers to purchase disaster bonds to capture true social costs of resource development

7) In New York Times Leslie Kaufman writes on complexity and resilience of Gulf of Mexico’s ecosystems response to BP Oil Spill.

Ecological Management

Learning Leadership Tony Hayward’s Way

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Rosabeth Moss Kanter, a professor at Harvard Business School, writes about what can be learned about leadership from the failure of BP CEO Tony Hayward to cope with the Deepwater Horizon oil spill in Leadership Tips from Tony Hayward (or Not):

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.