Cognitive dissonance is when we know something to be true but we don’t act as if it is true.

In the built environment sector, the cognitive dissonance is that the living world knows how to operate complex systems much more effectively than engineers (and other humans) do. And yet, the living world is not revered and not held as a reference point.

Imagine if the opposite were true, if we held deep reverence for the most sophisticated of operating system on the planet, this respect would be reflected in:

  • The stories we tell about new ideas and innovation.
  • The design references we put on the wall or use as inspiration.
  • The metrics we track to measure successful outcomes.
  • The way we relate to and engage with living systems.
  • The way we make design decisions.

In short, deep respect for the living world would be reflected in our culture, which is another word for ‘how things get done’.

But we know this isn’t the case. 

Of course, we know the important, long-term work is to shift the culture in engineering and construction to see humans as part of a larger web of life. This is the work of changing paradigms and goals, which Donella Meadows tells us are the highest points of leverage in a system. Movements like Engineers Declare are doing great work at this level.

But the reality is that most organisations in our sector do not have an ecocentric culture. We have the opportunity to influence people every day, but only if we can help them with the challenges they face. 

The goal of regenerative design is for humans and the living world to survive, thrive and coevolve. But this isn’t the goal of most people running projects today. Their goals are usually much more occupied with the present: budgets, deadlines, dwindling resources and growing uncertainty. 

This isn’t a criticism, but an observation. 

So we need to find a bridge, a way to meet people where they are, tools that help tackle the challenges of today in ways that are compatible with a thriving future. A language that translates into both today’s conversations and tomorrow’s. 

If we can use a shared language, we can start to close this cognitive dissonance, not by telling people they are wrong, but by meeting people and projects where they are.

This work is about earning trust, building empathy, finding common ground and helping people do their jobs today in a way that sets the foundations for systems change tomorrow.