Adam, the CEO of a deep-sea mining company, is faced with a difficult dilemma. He has been granted a license to mine in the Clarion-Clipperton Zone (CCZ), a region of the Pacific Ocean rich in minerals essential for clean energy technologies. However, the CCZ is also a fragile ecosystem, and mining is expected to have negative environmental impacts (release of carbon, damage to the seabed ecosystem, etc.). Adam is committed to mitigating these risks, but he is aware that there is no guarantee that his mining operation will have no negative impact on the environment. Adam is also under pressure from investors to deliver profits, and knows that he needs to start mining soon in order to generate revenue. Adam has brought together a team to discuss his options. How would you advise Adam to proceed?
Mentorship at a Distance (*Sensitive)
Noah is an environmental virologist and an Albert Schweitzer Fellow. For the duration of his Schweitzer fellowship, Noah has worked on a music program at a school that serves students with “extreme” behaviors. When his father died of a heart attack, during Noah’s adolescence, Noah was unable to deal with the loss in a healthy way. He became dependent on drugs, and frequently became “side-tracked” during his college years. In part because his father was a helpful and important role model for him, he tries to provide healthy and positive mentorship for the students at the school. Noah is deeply spiritual, and describes two guiding principles: (1) to love God “as you understand it,” and (2) to love one another. His beliefs are his greatest source of motivation. Noah also explains how Albert Schweitzer, the humanitarian in whose honor the Schweitzer Fellowship was established, has served as an important mentor and role model for him. Noah believes that we can follow Schweitzer’s example in order to “change the world for good.”
Playing Hardball
Mark is thirty years old and is in his fifth year of graduate study in genetics. One of the projects he is working on is geared toward the development of a tool that will allow molecular biologists to sift through the abundant data generated by the human genome project. In his work on this project, Mark came across an organization that was producing flawed data, and he sent a statement of his objections concerning the faulty data source to the “second in command” at the organization. To support his argument further, he included his own, unpublished data. A few weeks later, his contact at the institution posted Mark’s data set on a website without asking permission and without giving proper credit. His advisors counsel him not to write a letter of complaint, as the individual who stole his data was in a higher position of authority, and could ruin Mark’s career. The incident disappointed Mark: he did not receive appropriate credit for his work, and the incident made Mark question his scientific beliefs and values.
What’s a Mentor?
Grace is in her late twenties and is in her sixth year of graduate studies in molecular biology. For the past five years, she has been working in the lab of a well-known professor, which she knows she needs to do in order to “make it” in her field. However, Grace is not completely sure that she wants to follow the academic career route. This is in part because she feels that the life of a postdoc is difficult, and in part because she has difficulty with her current lab advisor’s very “hands-on” managerial style. Grace feels that because of her advisor’s style, there is hardly any collegiality in the lab. In addition, because she is in her sixth year of graduate school, Grace is switching from working for her advisor to working for herself, which means that she is a potential competitor with her advisor. Now, Grace believes, the relationship with her advisor is tense because of this competitive situation.