Ending Fossil Fuels: Why Net Zero Is Not Enough by Holly Jean Buck

Motivation For Reading

In my work in climate organizing, I spent a lot of time thinking about the strategy behind how we stop climate change. If you are thinking strategically, you inevitably run into the fossil fuel industry as one of the key players and villains who is in the way of climate action.

I wanted to learn a little bit more about fossil fuels, about the story behind net zero, the barriers in the way to ending fossil fuels, and come away reading the book with a clearer pathway towards decarbonization… and doing away with the fossil fuel industry.

So here is a short overview & summary of key things I learned while reading Ending Fossil Fuels.

Half Baked Reviews:

  • Key Thesis: Net zero is a sham and distraction; we should be talking about the phaseout of fossil fuels entirely. While there are some roadblocks in the way (e.g., technical difficulty around decarbonizing parts of agriculture, transportation, electricity, industry), we must push for a planned transition away from fossil fuels, in a way that does not screw over developing countries and does not leave massive parts of world without reliable energy or spark financial crises. To do that, a few area must be shifted or thought about:

    • Shift culture: Build new practices, values, beliefs, rituals around our relationship to fossil fuels.

    • Infrastructure: Because urban areas lack space for massive renewable energy development, we must work with communities who do, say rural communities, (to place expansion and build out of renewables)

    • Geopolitics: Ground in geopolitics of fossil fuel wind down by asking, “Who is reliant on oil? Who has the ability to switch to another source of energy? Who has the ability to change their economy to another basis?”

    • Code: Leverage the power of Big Tech, both for its ability to track much of information needed to do good planning and assess whether we’re on the right path towards ending fossil fuel. This includes using machine learning to enable smart grids, power climate analytics for smart investments, forecast supply and demand to help determine where variable power plants should be build, etc. But also, because Big Oil relies heavily on Big Tech for things like using the cloud to store data on fossil fuel extraction and production. Big Tech could use its power to refuse service to Big Oil, and send it’s production to a grinding halt.

    • Political Power: Develop the political power to make phaseout of fossil fuels possible.

Key Themes

  • Net zero: balancing some amount of positive greenhouse gas emissions with negative emissions of removals

  • Phase out: a planned transition over time, away from fossil fuels (growing the new and starving the old)

  • Phaseout toolbox

    • Moratoria, Bans, and Refusal to Finance

      • Banning Exploration and Export

      • Banning Fossil Fuel End-User Technologies

      • Global Coordination

      • Dealing with Transnational Companies

    • Ending Subsidies

    • Permission to Extract

    • Nationalize Fossil Fuel for Exit

    • Reverse Engineer

Key Quotes

  • “To limit warming to 1.5 degree C, countries would need to decrease fossil fuel production by 6 percent a year over this decade. But they are planning to increase production 2 percent a year.”

  • “Fossil fuel companies have list the credibility to set the terms of their own phaseout.”

  • “Much as slavery went from universal institution to universal abomination and as tobacco went from medicinal and cool to lethal and disgusting, the delegitimization of fossil fuels will flap the valence of these otherwise wondrous, free-for-taking hydrocarbons".” - Ending the Fossil Fuel Era

  • “The biggest barrier to energy change is not technical but cultural and political structures of feeling that have been produced through regimes of energy consumption.”

    • “For those capacities to grow, they need to become part of our culture. How does that happen? Through education, media, art, making planning into a cool career, mainstreaming it into childhood…”

  • “We have to build institutions of democratic planning so that everyone can participate in it — or so that we can delegate making the plan to people we choose, not McKinsey consultants and black-box platforms.”

  • “Both of these transitions feature an entire group put out of work by technological changes; scores of jobs lost along the way. The number of journalisms in the United States has gone from half a million at its peak to 174,000. Compare that to the mourning of coal jobs: one gets a lot of requiems and is a social problem to communally solve; the other is not. One gets a lot of technological determinism — a narrative of historical inevitability… The other does not: the rules of creative disruption don’t apparently apply to fossil fuel companies: we’re supposed to empathize with them, help them continue in the face of technological disruption.” One of my favorite quotes from the book.

  • “If we gain the capacity to direct the tech industry, we may in parallel gain the political power to direct fossil fuels, too.”

  • “The political power needed to phase out the fossil fuel industry needs to include coalitions of people in rural areas…”

  • “There are various types of bans and moratoria: bans on exploration, bans on extraction, bans on export, and bans on technologies that use fossil fuels.”

  • “What we need is more domestic policy in the world’s most important large emitters to drive the transition, because we don’t need all 256 countries around the world to do this at the same time.”

Overall, in the spirit of Goodreads ratings, I’ll give this book a 7.5/10.

I got a little lost and confused at times in parts, but I learned so much, and there were some incredible quotes that are really useful in my organizing.

Culture Code: The Secrets of Highly Successful Groups

Motivation for Reading:

I often hear, in organizing, that “culture eats strategy for breakfast.” That you can have an incredible plan, vision or strategy, and skilled individuals and leaders to execute on it, but at the end of the day, the culture of a group/team/organization, is what is make or break.

I bought Culture Code about 2 years ago because I was really interested group and team culture. I was curious to learn how some of the most successful groups used culture to accomplish big shit. I really like this book because it 1.) Has fun stories about groups (e.g., basketball teams, Pixar Creative Teams, kindergartners, etc.) who accomplish cool shit. and 2.) Is an easy read. So recommend you check-it out. And if you won’t, at least check out my half-baked reflections & thoughts on the book below :)

Also, in the spirit of Goodreads ratings, I’m going to give this book a 7/10.

Half-Baked Review:

Key Thesis: Group culture is one of the most powerful forces on the planet. It’s not the individuals (and their skillsets) that make for a powerful team, but rather the culture of the group. More specifically, in the book, there are three group elements to highly successful groups/teams. Strong team cultures:

  1. Build safety amongst the team

  2. Share vulnerability

  3. Establish purpose

I’ll go more into each of these below.

Key Themes:

  • Build safety amongst the team

    • Questions to ask: Are we connected? Do we share a future? Are we safe together?

    • Establish belonging cues:

      • Energy: They invest in the exchange that is occurring

      • Individualization: They treat the person as unique and valued

      • Future orientation: They signal that the relationship will continue

    • Team performance driven by five measurable factors:

      • Everyone talks

      • Eye contact

      • Direct communication

      • Side convos on the team (folks all engaging with each other outside the group)

      • Team takes break, wanders, comes back with fresh ideas

    • How to create safety and belonging

      • Over communicate that you are listening

      • Spotlight your fallibility early on, especially as a leader

      • Embrace the messenger

      • Preview future connection

      • Over do thank you

      • Be painstaking in hiring process

      • Eliminate bad apples

      • Create safe collision rich spaces

      • Make sure everyone has a voice

      • Pick up the trash (even leaders do the humble work)

      • Capitalize on the threshold moments and pay attention to the moments of arrival

      • Embrace fun

  • Share vulnerability

    • What: It’s about sending a really clear signal that you have weaknesses, that you could use hell

    • Question: How do you create ways to challenge each other, ask the right questions, and never defer to authority?

    • Ideas for vulnerability:

      • Make sure the leader is vulnerable first and often

      • Over communicate expectations

      • When forming new groups focus on two critical moments: one, the first vulnerability moment and two, the first disagreement

      • Listen like a trampoline

      • In conversation, resist the temptation to reflexively add value

      • Use candor generating practices like After Action Reviews, BrainTrust and Red Teaming

      • Aim for candor, avoid brutal honesty

      • Embrace the discomfort

      • Align language with action

      • Build a wall between performance review and professional development

      • Use flash mentoring

      • Make the leader occasionally disappear

  • Establish purpose

    • Name and rank your priorities: the integrity and culture of the group should be number one

    • Be 10x as clear about your priorities as you think you should be: repeat repeat repeat priorities

    • Figure out where your group aims for proficiency and where it aims for creativity (and the book lays at different strategies for fostering proficiency & creativity)

    • Embrace the use of catchphrases

    • Measure what really matters

    • Focus on bar-setting behaviors

Key Takeaway:

  • A group of ordinary people can create a performance far beyond the sum of their parts.. with strong team culture built on creating safety amongst the team, vulnerability within the team, and shared purpose amongst the team.

Fav Quotes:

“Vulnerability doesn’t come after trust—it precedes it. Leaping into the unknown, when done alongside others, causes the solid ground of trust to materialize beneath our feet.”

“I’m giving you these comments because I have very high expectations and I know that you can reach them.”

“One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together. This task involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be.”

“Building habits of group vulnerability is like building a muscle. It takes time, repetition, and the willingness to feel pain in order to achieve gains.”

“[Building purpose is...] not as simple as carving a mission statement in granite or encouraging everyone to recite a hymnal of catchphrases. It's a never-ending process of trying, failing, reflecting and above all learning. High-purpose environments don't descend on groups from on high; they are dug out of the ground, over and over, as a group navigates it's problems together and evolves to meet the challenges of a fast-changing world.”