Planet under Pressure

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pressure to adapt to the new circumstances. Depending on the severity of the stressor, its duration, and the system’s own configuration and resilience, systems either have to readjust the given rules to improve their governance in order to better cope with the stressor, or they have to question the rules of the game themselves in a more radical manner. In this second alternative, the system needs to find new ways of selforganization, a new set of rules, and new ways of doing and processing. As a world community, we presently find ourselves in such a situation. Asymmetric shocks have become the new normal, and this requires us to change the rules of the game. A B Rules of the game identifying the rules under which governance should play out Playing the game improving, operating, competing, and following the rules of the game Two forms of governance: A rules of the game B playing the game Governance Process governance remaining agnostic about the results like chess, monopoly or market Goal governance determined by the targets to be achieved like social and enviromental projects Though humanity has always experienced crises, catastrophes, and conflicts, this time is different: As a world community in the 21st century, we are better equipped with empirical scientific evidence than ever; we have a deeper and better understanding of complex, non-linear systems; we have dozens of new disruptive digital technologies at hand that can help us to navigate this Kairos moment; and we have a strong third sector involving millions of non-governmental organizations able to step in with their expertise and hands-on experience, well-placed to change the world. In fact, this Kairos moment helps us to better understand that, historically, globalization started some 100 years ago with the trading of goods, followed first by the exchange of capital flows all over the world, and then by the exchange of services. Until 1989, globalization followed the aim of increasing national wealth and well-being. Following the 1992 Washington Consensus, however, globalization became an end in itself, with isolated agencies and individuals able to benefit, and nations themselves becoming a means of enriching this globalized elite. This overstretching, which lasted almost three decades, is now over. Now we are entering “Globalization 4.0,” where we not only share goods, capital, and services, but also where we are poised to share common values such as trust, cooperation, reciprocal tolerance, and agnostic solidarity. about We are starting to understand that we remaining the need results a failure-friendly like chess, environment in which we can make monopoly mistakes or market and accept advice from others without losing face – all on a global scale. It is this form of Globalization 4.0 that will provide us with the required humility and grace, grit, and determined by the targets mindfulness to move forward toward a new era. to be achieved like social, enviromental projects Dealing with uncertainty: Dancing with the system and finding the right attractor Global mental preparedness for change: The “Kairos moment” Any changes to the rules of the game require the mental readiness to do so. For the first time in history, we are witnessing a collective mental readiness across the globe for change for the 7.5 billion humans on this planet. The viral pandemic has triggered this preparedness. Governments all over the world have proven they are willing to take radical steps and bold decisions, embracing more far-reaching perspectives than ever before. However, there are now two ways to go. One way takes us back into a business-as-usual scenario, whereas the other leads us forwards toward new thinking, making a new paradigm possible. Humanity has not experienced an opportunity like this for decades, if not centuries. This is a kind of “Kairos moment.” In Greek mythology, Kairos was the god of the right moment and the perfect opportunity. We are now experiencing such a Kairos moment. Never in history have we been confronted with so much information, so much ignorance, and so many unknown factors at the same time, and never have we had to take so many relevant decisions under such uncertainties and time pressures. The uncertainties we face are not entirely quantifiable, and probability statistics will not help us to put a price tag on them. They are not complicated puzzles we can solve, but rather complex mysteries we can discover. These uncertainties form part of the systems dynamic of every complex system. They will not go away, but rather require us to adopt a different attitude. There are several ways of dealing with such uncertainties. The most prominent way is to create a false illusion of control through increased regulatory efforts and more data. Another way is to start avoiding complexity through denial. A third prominent way is to adopt the so-called fight or flight mode. Either way, these approaches are insufficient and inappropriate for coping with non-linear, complex systems. They 18 Global Goals Yearbook 2020
RESILIENCE Degrees of globalization Globalization 1.0 Trading of goods (terms of trade) Globalization 4.0 Globally shared values Globalization 3.0 Trading of services – digitalization Globalization 2.0 Free capital flow – foreign direct investment (FDI) ◄ 1920 1980 1990 2020 ► Globalization 4.0 Sustainability 100 Optimum Anti-fragile zone Natural ecosystems will then start to engage and deal with the dilemmas and paradoxes that will not go away, we will begin to accept that the unknown is part of any decision-making and is sharply distinguished from purely statistical probabilities, and we may end up with the capability to distinguish between “relevant” and “less relevant” issues. If this assessment is correct, then identifying singular cause–effect relations through isolated experimental and analytical designs that only rarely occur in complex living systems will provide us with little additional information to solve complex problems. Acknowledging this scenario, it will become more rational for our risk assessments to look into the future and identify so-called attractors. Attractors are like funnels that pull all of a system’s major variables toward the future, rather than these variables being pushed by singular causal links from the past. Our financial system, digitization, and shifts in our gravity of consciousness constitute such fundamental attractors. Toward an anti-fragile economics: Improving through failure 0 Resilience diversity + interconnections The anti-fragile zone: Improving through failure cause asymmetric shocks, Black Swan effects, uncontrollable exponential developments, unexpected knock-on effects, irreversible tipping points, and feedback loops that nobody can foresee. Instead, we need to learn to “dance with” or “ride” the system. This might require us to take a mental pause and embrace failure-friendly procedures that allow us to explore new territories and engage in outside-the-box thinking, where revision, critical public discourse, the introduction of new ideas, and a new paradigm become the game changers. We Efficiency streamlined Living in a complex, connected, and constrained world in which non-linear, non-sequential effects prevail and interdependencies and multiple perspectives dominate – a world in which we have to operate within planetary boundaries and are equipped with imperfect information to change the course of history – we have a collective interest not only in moving out of the current crisis, but also in solving the associated problems that caused the crisis in the first place. The time after one asymmetric shock is quite literally the time before the next asymmetric shock. Acknowledging this, we can see that complex systems find their optimum not in an ever-increasing, expanding, and streamlined throughput per time, referred to as “efficiency” (measured in global value chains), but rather in a balance between efficiency and “resilience” (measured in the amount of diversity and interconnectedness), sometimes called the anti-fragile zone. This zone describes a situation in which we can start to improve and gain from failure. >> Global Goals Yearbook 2020 19
Page 1 and 2: GLOBAL GOALS GLOBAL GOALS YEARBOOK
Page 3 and 4: H.E. António Guterres The Covid-19
Page 5 and 6: 26 Interview with EU Commissioner P
Page 7 and 8: JULY High-level Political Forum, in
Page 9 and 10: OCTOBER UN Biodiversity Conference
Page 11 and 12: RESILIENCE Resilience in the Time o
Page 13 and 14: RESILIENCE THE DISCOURSE ON VULNERA
Page 15 and 16: RESILIENCE How does resilience work
Page 17: The Planetary Momentum RESILIENCE A
Page 21 and 22: RESILIENCE Where digitization will
Page 23 and 24: RESILIENCE Professor Rosa, in your
Page 25 and 26: RESILIENCE since we’re no longer
Page 27 and 28: POLITICAL LESSONS The EU RECOVERY a
Page 29 and 30: POLITICAL LESSONS sustainability is
Page 31 and 32: POLITICAL LESSONS health, economic,
Page 33 and 34: POLITICAL LESSONS 2. situation to l
Page 35 and 36: POLITICAL LESSONS 8. The empowermen
Page 37 and 38: POLITICAL LESSONS Several months ag
Page 39 and 40: POLITICAL LESSONS share the mineral
Page 41 and 42: ered it unfair for Indonesia to sub
Page 43 and 44: ECONOMIC LESSONS The world as we kn
Page 45 and 46: ECONOMIC LESSONS mal, and the whole
Page 47 and 48: ECONOMIC LESSONS with funding going
Page 49 and 50: ECONOMIC LESSONS We are going to do
Page 51 and 52: ECONOMIC LESSONS Prior to the pande
Page 53 and 54: ECONOMIC LESSONS Case in point: In
Page 55 and 56: ECONOMIC LESSONS 2. System crash: P
Page 57 and 58: ECONOMIC LESSONS Impact Map for Sce
Page 59 and 60: ECOLOGICAL LESSONS 1 out of 4 amphi
Page 61 and 62: ECOLOGICAL LESSONS Mayibout 2 is no
Page 63 and 64: ECOLOGICAL LESSONS “We cut the tr
Page 65 and 66: ECOLOGICAL LESSONS Brian Bird, a re
Page 67 and 68: ECOLOGICAL LESSONS There comes a po
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uilt Columbia Maryland, which was t
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Global Goals Yearbook 2020 71
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ECOLOGICAL LESSONS What determines
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ECOLOGICAL LESSONS its head? The sa
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GOOD PRACTICE 84 Bayer 86 Beaulieu
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Having our customers are at the hea
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hand, the manufacturing process mus
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with an initial capacity that enabl
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tecting the harvest. In another pio
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and usage, an extra component such
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of 2020, 100 percent carbon neutral
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www.business-keeper.com health and
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Building upon our commitment to the
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edge on the main recycling pathways
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ACCELERATION IN DEVELOPMENT OF RENE
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several ways. It can reduce the req
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heat must be cooled, which itself i
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they could cope with immobilization
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At Inditex, we focus on our clients
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system in a controlled manner, virt
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GOOD PRACTICE 118 macondo foundatio
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and procuring renewable energies at
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ainfall collected brine solution co
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Crowdsourcing discovers the “wisd
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from its supply chain - by 30 perce
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as well as questions of good corpor
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4. You are responsible for a) ESG t
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a significant reduction in CO 2 emi
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engaged in this fight, the company
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SUSTAINABLE CONCEPTS FOR HEAT ENGIN
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tion model, farmers have a sustaina
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national and local governments, inc
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than in winter. This also pushes CO
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produce solutions to problems of pe
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tially the same - reduces the abili
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The Asian pogonia The Japanese snip
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policymakers as well as leading org
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Symrise contributes to the followin
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INNOVATION IN CLIMATE PROTECTION 05
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The new Wilopark of all electricity
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REVIEW Only ten years remain to imp
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REVIEW Global Goals Yearbook 2020 1
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REVIEW Another very successful work
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REVIEW Global Goals Yearbook 2020 1
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REVIEW About the Global Goals Forum
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The United Nations Environment Prog
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CDP is a not-for-profit charity tha
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GLOBAL GOALS YEARBOOK
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Planet under Pressure

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