Do or Delay: It’s time to ask the tough questions
Do or Delay: Have you got the courage, compassion, and committment?
In a world where climate change is no longer a distant threat but a daily reality, UN Secretary-General Antonio Guterres' warning, “delay means death,” echoes with alarming urgency. Yet, despite this stark pronouncement and the dire conclusions drawn by countless climate scientists, most of the world continues to operate as if business as usual is a viable option. So why do we delay when the consequences of inaction are so clearly catastrophic?
Part 1: Understanding the Culture of Delay
The human tendency to delay action on climate change is a complex phenomenon influenced by psychological, social, and economic factors. One of the most pervasive forms of this delay is whataboutism; a rhetorical tactic that deflects responsibility by shifting focus to other issues. Whataboutism in the climate conversation often sounds like this: "Why should we reduce our emissions when other countries are still polluting?" or "Why focus on climate change when there are more immediate crises like cashflow, growth, or profitability?" This line of reasoning creates a false equivalence, suggesting that addressing one issue invalidates the need to tackle another. It’s a form of procrastination that allows individuals and organisations to justify inaction while appearing concerned.
Research highlighted in the study "Discourses of Climate Delay" published in Global Sustainability identifies several other common arguments that perpetuate delay. These include the appeal to the status quo, where individuals and businesses resist change due to the perceived economic or lifestyle costs, and the push for non-transformative solutions, where minimal, incremental changes are touted as sufficient. This leads to a focus on technical solutions, such as carbon capture or geoengineering, rather than systemic changes that address the root causes of climate change.
Moreover, the belief in technological salvation—a future where innovations will solve our problems without requiring significant changes to our current way of life—further entrenches delay. While technology can indeed play a role, relying on future breakthroughs to justify current inaction is a dangerous gamble. Guterres and the Intergovernmental Panel on Climate Change (IPCC) have repeatedly emphasised that the window for preventing catastrophic warming is rapidly closing, and that the time for radical, comprehensive action is now.
So, why do we continue to delay radical and urgent action? The answer lies in a combination of cognitive dissonance, vested interests, and a collective inertia fueled by a belief that there will always be more time. But the truth is, there isn’t. The analogy of a house on fire is particularly apt: if your house is ablaze, you don’t wait to see if the flames will die down on their own—you act immediately to save what you can. Delaying action on climate change is just like sitting in that burning house, with your children asleep in their beds, hoping for a miracle that will never come.
This type of delay is exacerbated by what some thought leaders like Daniel Schmachtenberger refer to as the Metacrisis—a convergence of existential risks including environmental collapse, economic instability, and social fragmentation. In his video, Schmachtenberger explains that the Metacrisis: "is not just a collection of individual crises, but a systemic problem that requires a fundamentally different approach to how we live and organize our societies."
Part 2: From Delaying to Doing—The Courage to Change
While many continue to delay, a growing number of leaders and businesses are accepting and embracing the reality of human-caused climate change and are taking bold steps to adapt and mitigate its impacts. These pioneers are not just aiming for sustainability, which often focuses on doing less harm; they are striving for regeneration—actively restoring and improving ecosystems, communities, and economies.
Regenerative business practices go beyond the traditional model of sustainability by seeking to give back more than they take. This approach recognises that business, when done right, can be a powerful force for good, capable of repairing damage and enhancing the resilience of both people and our planet.
One striking example in the UK is Riverford Organic Farmers, a company dedicated to farming practices that improve soil health, increase biodiversity, and sequester carbon. Riverford’s commitment to regenerative agriculture helps restore ecosystems and create a more resilient food system, making it a model for other agricultural enterprises.
Similarly, Finisterre, a UK outdoor clothing brand, is deeply committed to regenerative practices, particularly in their use of materials and supply chain management. The company sources wool from regenerative farms that practice rotational grazing, which enhances soil health and sequesters carbon. Finisterre’s emphasis on durability and repairability in their products also reflects a commitment to reducing waste and promoting a circular economy.
These examples highlight how UK businesses are leading the way in the regenerative movement. They illustrate that it is possible to run a profitable enterprise while actively contributing to the restoration of the environment and the well-being of communities. Regenerative business practices are not just an ethical choice; they are a necessary response to the challenges of climate change and environmental degradation.
Conclusion: The Time to Act is Now
The time for delay is over.
We have the knowledge, the technology, and the examples of courageous leaders who show that a different way is possible. The question is not whether we can afford to act, but whether we can afford not to. The world we leave to future generations depends on the choices we make today. We have the tools to shape a better world—one that is not just sustainable but regenerative, where people and the planet thrive together. But to do so, we must radically change the way we live and do business. The fire is already burning; now is the time to act before it consumes everything we hold dear.
Courage, compassion, and commitment are the keys to this transformation. As Daniel Schmachtenberger, says:
“I’m here and I have some agency.
I can do something about it.
I don’t know how to yet.
But I’m not going to let myself do anything other than figure out how.
And then act on that.
And then when it’s insufficient figure out how.”
Schmachtenberger’s words remind us that certainty is not a prerequisite for action. It’s okay to be unclear on exactly how to make a difference—but what matters is the commitment to figuring it out and taking action. In his discussion on the Metacrisis, he emphasises that the complexity of our challenges requires us to innovate, adapt, and persist, even when the path forward is not immediately clear.
Schmachtenberger notes:
"The Metacrisis demands a new level of human response—one that integrates courage, compassion, and an unwavering commitment to finding solutions, no matter how complex or daunting they may seem."
We cannot afford to wait for perfect solutions or perfect clarity. The courage to start, the compassion to care, and the commitment to persevere in the face of uncertainty are what will shape a future where both people and the planet can flourish. The time to move from delay to action is now. The future we create begins with the decisions we make today.
References
Guterres, A. (2021). Speech at the UN General Assembly. [Link]
Intergovernmental Panel on Climate Change (IPCC). (2022). Climate Change 2022: Mitigation of Climate Change. [Link]
The Cambridge Study on Climate Delay Discourses. "Discourses of Climate Delay." Global Sustainability, Cambridge University Press. Link
Schmachtenberger, D. (2022). "An introduction to the metacrisis." Link to video
Riverford Organic Farmers. Company website
Finisterre. Company website