South Asia

A interview conducted by The Fletcher School Forum with Ambassador Nicholas Burns, Former Under Secretary of State for Political Affairs.

For decades, fears of energy scarcity drove American energy diplomacy. The dependence of the global economy on oil, and America’s need to secure ever-growing quantities of this commodity, underpinned complex networks of alliances and intensive diplomatic endeavors. An atmosphere of ever-increasing global competition for resources made these labors all the more urgent and highstakes. Today, in an age of energy abundance, many anticipate that the new US energy prowess will render such efforts obsolete and pave the way for US disengagement in the world. Yet a sober look at reality suggests that this should be far from the case.

The historical record does not support the idea that nuclear energy programs increase the odds of proliferation.

Contrary to conventional wisdom, states with nuclear energy programs are not more likely than those without them to seek or acquire nuclear weapons.

Many energy consumers, and even analysts and policymakers, confront and frame energy and climate risks in a moral vacuum, rarely incorporating broader social justice concerns. Here, to remedy this gap, we investigate how concepts from justice and ethics can inform energy decision-making by reframing five energy problems — nuclear waste, involuntary resettlement, energy pollution, energy poverty and climate change — as pressing justice concerns.

When do states acquire nuclear weapons? History shows that only two types of states decide that the bomb is essential to their security: 1) very powerful states; and 2) weak states that lack ironclad security guarantees.

Al-Qaida has established a metanarrative that enables it to recruit militants and supporters. The United States and its allies can challenge its ability to do so by delegitimizing the ideological motivations that inform that metanarrative.

Many academics and policymakers argue that the removal of leaders is an effective strategy in combating terrorism. Leadership decapitation is not always successful, however. A theory of organizational resilience explains why some terrorist organizations survive decapitation. Application of this theoretical model to the case of al-Qaida reveals that the deaths of Osama bin Laden and other high level al-Qaida operatives are unlikely to cause significant organizational decline.