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You are here: Home / Archives for Policy

Policy

Bridging the Gap: Getting Climate Academics and Security Practitioners Round the Table

April 5, 2021 by Matthew Ader

Pixabay/TRASMO, 2017 - A Sahelian village.

It is a truism in British and American government circles that climate change does and will continue to lead to conflict, both between and within states. Yet, a yawning divide exists between this group and their academic counterparts. Environmental security academics in the Anglophone scholarly community are far more dubious of its impact, an empirical evidence remaining highly contested – for example, conflict in the Sahel is often linked strongly to climate change driven resource competition, even though the area of arable land is increasing in the region. This has led to intellectual analysis of policy truisms regarding climate change to remain missing in action. The lack of such a critical factor does not bode well for our ability to effectively navigate the onrushing threat of climate change. Action must be taken to understand and address this disconnect.

What is the divide?

In his first address to the United Nations in 2009, President Obama directly linked climate and conflict, saying “More frequent droughts and crop failures breed hunger and conflict.” In 2010, the Pentagon followed suit, naming climate change as a major threat to US security – a theme it has continued with in varying intensity over the last decade. The UK’s Development, Concepts, and Doctrine Centre concurs, as do many other nations and leaders around the world.

Given the seeming consensus of policymakers, one would be forgiven in assuming similar agreement among academics. In fact, the notion that climate change and conflict are linked is the subject of serious debate. Scholars like Marshall Burke and David Lobell have argued that higher temperatures are tied directly to increased incidence of conflict. But sceptics like Nils Petter Gleditsch argue this is unfounded in the literature; while Halvard Buhaug directly challenged Burke and Lobell’s thesis as based off inaccurate modelling. Tor Benjaminsen found that comparing conflict data and weather records in Mali, “offers little support for the notion that climate variability drives intercommunal conflicts.” The closest thing to a recognisable consensus position was articulated by a 2019 roundtable of eleven leading environmental scientists, which concluded that, “climate has already increased the risk of armed conflict, but the effect is small relative to other factors.”

This academic position and debates surrounding it are clearly a far cry from the arguments made by policymakers and politicians. It is true that academics can afford caution, while governments must prepare for the worst. Nonetheless, the certainty of governments, compared to the uncertainty of academia, speaks to a worrying divide. It suggests that policymaking is perhaps not based on the best available academic evidence. This is made more concerning still by the mounting challenge of climate change. As its impacts worsen, does the infrastructure which would allow climate academics to inform policymaking exist? The current state of affairs suggests that it does not, and in turn that security practitioners may make decisions without a full grasp of the environmental facts on the ground.

How did this divide occur?

A key factor explaining why environmental security scholars do not seem to interact with defence is that they often view securitisation of environmental issues with deep concern. Environmental security is a sub-set of social science and geography, both of which tend to analyse governments from a highly critical perspective. Some also believe – not without cause – that securitising climate change will not help those directly impacted by it. These tendencies are exacerbated by their ‘outsider’ status. Defence think tanks like RUSI, IISS, and CSIS have the ear of policymakers. And, while said organisations do increasingly consider climate change as part of their portfolio, there are no dedicated equivalents which centre their research and policy recommendations on environmental security. Moreover, in the US in particular, defence academics often rotate through policy jobs – environmental security scholars tend not to have the same exposure to government. Given this scepticism and isolation, it is unsurprising that their work does not cross into the policy world.

The defence community is not blameless in this. Strategic studies academics generally do not publish on climate change. Leading national security websites like War on the Rocks, Strategy Bridge, and Strife have relatively few pieces on the subject. Those that do tend to engage more with the development and human security implications of climate change, rather than operational and strategic impact. As one academic told me in 2019, “strategy and climate change live in different universes.”

This state of affairs is difficult to change. Given the underrepresentation of climate change in defence literature, writing on it is more time consuming and less likely to pay-off in career rewards than a more conventional topic. Creating modules and supervising PhDs in the field is similarly complex. While this issue is particularly acute for career academics, think-tankers are also subject to it. Audiences in government are often more interested in great power competition or than climate change.

One last factor is folk International Relations knowledge. This is the habit of ingrained assumptions about international politics seem sensible but may not survive scrutiny. For example, resource scarcity is generally assumed to drive conflict. In fact, that is highly contested. Some work, dating back to Paul and Anne Ehrlich’s 1968 book The Population Bomb, argues that it does. But more recent scholarship tends to disagree, noting that conflict is generally more prevalent in times of relative plenty, as armies require a minimum level of resources to field and sustain. These assumptions are generally unconscious, yet they do influence how institutions look at problems – potentially making them less receptive to academic work which goes against the grain.

How can we solve the problem?

Much more work is required to fully understand the nature of the split, but the above analysis suggests that building trust between policymakers and academics, and increasing access to the field, would pay dividends.

First, the UK or US governments could make a concerted effort to reach out to environmental security scholars. For example, an annual conference examining climate and conflict would provide academics with a consistent platform to speak to defence policymakers and soldiers, in the vein of RUSI’s Land Warfare Conference. This could help drive research by making it clear that the defence establishment is listening. On a similar note, authorities should invest more money in grants to help direct work on particular areas of interest within the climate change field. Given the impact of COVID-19 on the academic job market, this might be especially effective now.

Second, defence academics could assist in increasing accessibility to the field, for both authors and readers. Environmental security scholars, on the whole, write on either personal blogs or in journals. This limits the audience for their work. It also makes it harder for interested students and early career researchers to break into the field. The defence community in particular has an extensive network of websites and blogs with high circulation which could deliver scholarship to relevant stakeholders. Finding ways to collaborate with academics to highlight research on these popular sites could drive engagement and debate on the subject, including bringing it to public attention in ways which may lead to productive advocacy – or at least greater scrutiny of policy on climate and conflict by the public.

Climate change is and will continue to reshape the world in dramatic and unforeseen ways. There is a significant divide between governmental positions and academic consensus on its security impact. This is not due to failure on either side, but rather interlocking structural pressures and perception gaps. Modest interventions in partnership and publishing could start to bridge the gap, creating better policy and more effective scholarship.

 

Matthew is a third-year student doing War Studies. He has worked as an intern in a number of security consultancy firms. His academic interests gravitate loosely towards understanding challenges and opportunities for Anglo-American strategy in the 21st century (and also being snide about Captain America’s command ability). He is an editor at Wavell Room, among other publications. You can follow him on Twitter: @AderMatthew.

Filed Under: Feature Tagged With: academics, Climate Change, Policy

Warning About Conflicts and Pandemics: How to Get Heard by Decision-Makers

July 1, 2020 by Christoph Meyer

by Christoph Meyer

As is often the case with warnings about conflict, there was a costly lack of timely responses to early warnings about the COVID-19 pandemic. Such delays are not necessarily just the fault of decision-makers. Expert warners can also do better. To be heard, they need to understand the world of policymakers, take risks and spell out expected consequences and actionable recommendations.

Could the mounting death toll, pain and costs from the coronavirus crisis have been prevented or at least lessened? Leaders and senior officials in the US and the UK have been accused of recklessly ignoring warnings, whilst Chinese officials even stand accused of suppressing them. The pandemic has been labelled the “worst intelligence failure in U.S. history” or UK’s “greatest science policy failure for a generation”. Future public inquiries will hopefully address not just questions of accountability but also, more importantly, which lessons should be learned.

Do Not Just Blame the Decision-Makers: Expert Warners Also Need to Do Better

However, even today there are striking parallels between the warning-response gap in conflict and mass atrocity prevention and the coronavirus crisis. Our extensive research on cases ranging from Rwanda 1994 to Crimea 2014 found a wide-spread tendency in the literature to overestimate the supply of “warnings” from inside and outside of government and to underestimate how difficult persuasive warning actually is. Warners are typically portrayed as altruistic, truthful and prescient, yet doomed to be ignored by irresponsible, ignorant and self-interested leaders. Imagine princess Cassandra of Troy trying to convince Mayor Vaughn from Jaws.

The first in-depth investigations of the decision-making on COVID-19 suggest that at least some of the warnings in the US case suffered from credibility problems whereas UK experts were criticised for not warning more forcefully, explicitly and earlier. This raises important questions about individual expert’s motivations, capabilities and strategies, but also about structural and cultural factors that can impede early, credible, actionable and, above all, persuasive warnings.

Expert Warners Need to Learn What the Obstacles Are for Their Messages to Be Heard

In our recent book we compare warning about war to the challenge of conquering an obstacle course against various competitors and often adverse weather conditions. The most successful competitors will be those who combine natural ability, high motivation, regular training, and risk-taking with a bit of luck. Many expert warners do not realise what the obstacles are, nor have they been trained to overcome them or are willing to take some of the professional risks involved in warning.

We found that the most effective warners tend to be those who (i) have acquired some personal trust as a result of previous personal contacts with decision-makers, (ii) can offer a positive professional reputation and track-record in their previous analysis and warnings, (iii) understand decision-makers’ agendas and “hot-buttons” (iv), share the same broad political or ideational outlook, and finally, (v) are willing to take some professional risks to get their message across.

Based on our research, we found that in order to increase their chances of being heard by decision-makers, expert warners should consider the following eight points.

1. Understand That Decision-Makers Work in a Completely Different Environment.

First and foremost, expert warners need to understand that senior officials inhabit a different world to themselves. Most experts tend to consume information from a relatively narrow range of quality sources focused on a specific subject area. They evaluate the quality of the method and evidence behind causal claims and, sometimes, the potential to solve a given problem. Warnings are relatively rare in this world. In contrast, decision-makers live in a world where warnings from different corners are plentiful and competing demands for their attention is constant and typically tied to requests for more government spending. They are trained to look for the interest behind the knowledge claim and are prone to see warnings as politically biased and potentially self-interested manipulation attempts. A New York Times investigation suggests, for example, that at least some of the coronavirus warnings were discounted as a result of perceived political bias regarding China.

2. Credibility Is Key to Who Is Being Noticed and Heard.

Even experts without an apparent or hidden agenda can and do contradict each other, including those working in the same field. On any given issue, there is rarely just one authoritative source of knowledge, but multiple individuals or organisations that supply knowledge. The cacophony gets greater when assessing the proportionality and unintended effects of the measures to control the disease, including the inadvertent increase of non-COVID deaths and severe loss of quality of life.

When politicians claim to be only following “expert advice” as was the case in the UK, they obscure necessary decisions about difficult trade-offs and dilemmas arising from diverse expert advice. Decision-makers need to decide whose advice to accept and to what extent. This is why credibility is key to who is being noticed and believed.

That means warners need to ask themselves whether they are likely to be perceived as credible or rather with suspicion by the people that ultimately take political decisions. If the latter is the case, they can try to target more receptive scientists sitting on official expert committee instead or organisations closer to decision-makers. They can publish pieces in news media likely to be consumed by politicians rather than those they might prefer themselves. Or they can boost their credibility by teaming up with others through open-letters or joint statements.

3. To Cut Through the Noise, You Might Have to Take Risks.

The next challenge is for warnings to stick-out from the everyday information and reporting “noise”. Officials may, for instance, choose an unusual channel or mode of communication. We know that ambassadors have used demarches as relatively rare and more formal formats to highlight the importance of their analysis rather than their routine reports.

Senior officials might cut through when they are ready to put their career and professional reputation on the line as Mukesh Kapila did when warning about Darfur in 2004 on BBC Radio 4. This lesson can also be drawn in the case of Capt. Brett E. Crozier who was fired after copying-in too many people into his outspoken warning about the spread of the virus on the aircraft carrier Theodore Roosevelt.

Many external experts as well as intelligence analysts, such as Professor for Epidemiology, Mark Woolhouse, are satisfied just to be “heard and understood”. They do not seek for their advice to be accepted, prioritised and acted upon. However, sometimes a more pro-active and risk-taking approach is needed as was arguably the case with COVID-19 according to Professor Jonathan Ball: “Perhaps some of us should have got up in front of BBC News and said you lot ought to be petrified because this is going to be a pandemic that will kill hundreds of thousands of people. None of us thought this was a particularly constructive thing to do, but maybe with hindsight we should have. If there had been more voices, maybe politicians would have taken this a bit more seriously.”

4. Spell Out a Range of Expected Consequences.

Given leaders’ constant need to prioritise, experts need to spell out the range of expected consequences. They need to dare to be more precise about what the likelihood is for something to happen, the timing, scale and nature of the consequences. Too often we found warnings to be rather vague or hedged. Similarly to the account by Balls, an in-depth Reuter’s investigation also suggests that UK ‘scientists did not articulate their fears forcefully to the government’ and could have spelled out the probable deaths involved earlier.

5. Focus on What Matters to Decision-Makers, Not Yourself.

Warners need to focus on what matters most to decision-makers, not to them. One of the most successful warnings we came across in our research on conflict warnings highlighted not just the humanitarian suffering, but also how this escalation would resonate with important domestic constituencies such as evangelical Christians and how it might harm electoral chances. NGOs focused on conflict prevention and peace may find it easier to make their case if they also highlight the indirect and less immediate effects of instability on migration, jobs and security.

6. Understand the Reference Points and Contexts That Decision-Makers Work With in Any Given Situation.

Warners should try to understand and, if necessary, challenge the cognitive reference points that underpin leaders’ thinking. In the area of foreign policy, decision-makers often draw on lessons learnt from seemingly similar or recent cases from the region. For instance, preventive action against ethnic conflict in Macedonia in 2001 benefited from fresh lessons learnt from the Kosovo conflict. Spelling out what precisely is similar or different in present threats in relation to lessons learnt from previous familiar cases can encourage decision-makers to question and change their beliefs.

In the current crisis, one reason why senior officials in Europe may have underestimated the danger of coronavirus was that their reference point and planning assumption was a flu epidemic. Many also still remembered that the UK was accused of overreacting to the much milder than expected swine flu in 2009. In contrast, leaders in many Asian countries had other more dangerous viruses as their cognitive reference points and underpinning their pandemic plans.

7. Know What Kind of Evidence and Methods Decision-Makers Trust the Most.

Experts should try to understand what kind of evidence and methods decision-makers and their close advisors consider the most credible. In foreign affairs, decision-makers often trust secret intelligence based on human sources more than assessment based on expert judgement using open-sources. Other decision-makers like indicators and econometric models as compared to qualitative expert judgements. If unfamiliar with these particular methods, they could seek to collaborate with those experts who are can translate their findings into the most suitable language.

8. Include Actionable Recommendations With the Warnings.

The best warnings are those that contain also actionable recommendations. Decision-makers are more receptive to warnings that give them information on which they can act today, ideally including a range of options. The influential model by the Imperial College team appeared to resonate so well not only because of the method they used, but also because it gave decision-makers a clear sense of how death rates might develop for different policy options under discussion.

The dilemma for warners is that they can undermine their own credibility by suggesting policy options that are considered politically unfeasible. According to a Reuters account, the lock-down measures adopted in China and Italy were considered initially inconceivable for the UK and thus not considered in-depth early on. Warners do need to resist a narrow understanding of what is feasible and sometimes need to push to widen the menu of policy options considered.

It Is Also up to Government Bureaucracies and Decision-Makers to Be Open for Warnings

All of this is not to deny that the key explanation may ultimately lie with unreceptive decision-makers who cannot deal with uncomfortable advice or who create blame-shifting cultures in which many officials just seek to cover their backs. We should approach any justification why leaders did not notice or believe a warning with a healthy dose of scepticism. Politicians can be expected to ring-fence at least some of their time to regularly consider new and serious threats to the security and well-being of citizens, regardless of distractions by media headlines. There should be clarity about who is responsible to act or not to act on warnings. They should ask probing questions of experts that bring them reassuring news to tease out key uncertainties and down-side risks as was allegedly lacking in the UK case. They need to ensure there is sufficient diversity in the advice they are getting through expert committees, create channels for fast-tracking warnings and opportunities for informally expressing dissent with prevailing wisdom. Leaders have a responsibility to build cultures in which high-quality warnings can be expressed without fear of punishment or career disadvantage.

One of the questions to be addressed in postmortems will be whether the relationship of politicians to the intelligence community in the US and to health professionals in the UK was conducive to timely warning and preventive action. Have experts allowed themselves to be politicised? Have they cried wolf too often and on too many issues? Or, conversely, have they been affected by group-think and hesitated to ask difficult questions sooner and more forcefully? Keeping expert warners in the picture matters greatly to learning the right lessons from the crisis. The best experts with the most important messages need to find ways of cutting through, regardless of who happens to sit in the White House, Downing Street, the Élysée Palace or the Chancellery. Only with the benefit of hindsight is warning and acting on it easy.

This article is a reposting of Christoph Meyer’s article with the kind cooperation of Peacelab, please follow this link to see the original.


Christoph Meyer is the co-author (with Chiara De Franco and Florian Otto) of “Warning about War: Conflict, Persuasion and Foreign Policy” and leads a research project on Learning and Intelligence in European Foreign Policy. Support from the European Research Council and the UK Economic and Social Research Council is gratefully acknowledged.

Filed Under: Blog Article, Feature Tagged With: Bureaucracy, Christoph Meyer, Coronavirus, COVID-19, Experts, governance, Pandemic, Policy

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