Psychologist, Facilitator
1. What realisation led you towards climate psychology?
In 2018, when my experience of eco-grief reached its deepest point, it became clear to me that this state was not pathological but, quite the opposite, a sign of mental health. It emerged from the profound realisation that I am part of the ecosystem, and that an emotional response to environmental destruction is entirely natural. Empathy with the “pain of nature” followed almost automatically as I began to understand the interconnections of the polycrisis at a systemic level. This insight led me towards climate psychology, an interdisciplinary field that has existed since 2009, situated at the intersection of multiple disciplines.
2. What values do you aim to pass on to the groups you work with?
I firmly believe that without mental resilience, practical adaptation to a rapidly changing world can easily become fear-driven and reactive, often leading to regret. Psychological adaptation is therefore the foundation of all further action. A core value in my work is connection: to ourselves, to one another, and to the natural world. I see the deeper roots of the polycrisis in the erosion of these relationships. Empathy, cooperation, curiosity, and biophilia – respect for all living beings – are central values for me. While they cannot be transmitted directly, guiding people towards recognising their importance is a key part of my work.
3. Why should organisations address the mental impacts of the polycrisis?
Although emotional responses to the polycrisis are not illnesses in themselves, their long-term presence can seriously affect performance at work. When employees experience ongoing existential insecurity about their own or their family’s future, this may lead to loss of focus, declining motivation, or even inability to work. Organisations must also acknowledge moral conflict, as employees – especially younger generations – are increasingly sensitive to their employer’s ecological footprint. For environmentally conscious staff, perceived corporate inaction can cause significant stress and disengagement. Open and continuous dialogue on these issues is therefore essential within organisational culture.
