Part 2 of a series of reminiscences of the April 30/May 1, 1977 occupation at the Seabrook, NH nuclear power plant construction site, and its aftermath. If you missed Part 1, read it here.

The Nuclear Controversy Makes the News

In 1977, the vast majority of Americans had never looked into the arcane technical issues around nuclear power. The government told us this technology was safe, and most of us believed them. Three years earlier, I had taken on a research project for a college class on the pros and cons of nuclear power—and I discovered as I read several obscure books on the subject that there were a lot of cons, and no pros. But I was a tiny minority. What few news stories there were mostly pretty rah-rah. I’d never seen any media coverage about nuclear’s serious problems, accident history, or economic house of cards.

All that changed while we were in the armories. We got tons of coverage of the movement, and some reporters decided to look into our claims. As they saw that our resistance had merit, the culture shifted, and the media began to help us prove our case.

Impact on New Hampshire

New Hampshire was a very quiet place in 1977. Its population was much more rural and it didn’t have a lot of criminal justice infrastructure. The reason we were kept in National Guard armories rather than jailed was because 1414 arrestees far outstripped the capacity of New Hampshire’s jails and corrections officers; the state normally had about one third as many prisoners. Governed by Republicans who favored a libertarian ideology when it was convenient, the state had (and still has) no sales tax and a very lean budget. When they arrested us, they clearly expected us to make bail and go back where we came from until we came back for our court dates and patronized local hotels and restaurants in the process.

But in those strategy circles I described yesterday in Part 1, we decided as a group to do “bail solidarity”—to not post the modest bails and to stay as unwanted guests of the state. For several days, nearly all 1414 of us refused to post bail, leaving the state with a lot of extra mouths to feed, as well as a lot of staffing costs to pay the National Guard reservists who had to be called up to monitor us—costing the state $50,000 per day, according to Rolling Stone’s account of July 1977 (probably at least $150,000 per day in 2017 dollars). This created enormous pressure on the state to come to terms with us. People stayed as long as they could, and bailed out in small numbers as they were needed on the home front. (I bailed out after a week because I was running an event back in Providence; Nancy stayed the entire two weeks).

In other words, the Occupation continued after our removal from the site. It simply shifted to the multiple venues where we were held. And this became so expensive that the New Hampshire government capitulated on May 13, 1977 and released all remaining detainees without bail.

Until this occupation, opposition to the construction plans at Seabrook was mostly localized. While very strong in the Seacoast region of New Hampshire and the immediately adjacent communities in neighboring Massachusetts—opposition was not strong enough to block the plant through mainstream methods such as regulatory appeals and lobbying. Clamshell Alliance, formed in July 1976 and inspired by a nuclear plant occupation in Germany, turned to nonviolent direct action. Clam waged two small nonviolent occupations in August 1976, with 18 and then 180 arrests, and began organizing across New England for the April 1977 occupation. And the more people learned about nuclear power and its dangers, the more the resistance gained strength. Safe energy became mainstream.

Fake News, 1977 Style

Despite our incarceration, we had access to newspapers, delivered daily (presumably by the outside support system of people who had chosen not to be arrested to they could provide us what we needed.

One of those papers was the Manchester Union Leader. Despite its progressive-sounding title, this was a right-wing rag, owned by the notorious William Loeb, who would have been right at home in a Steve Bannon world. I believe it was Loeb, but it may have been his protégé, then-Governor Meldrim Thomson, who called us “The Clamshell Terrorists” (I can’t find the quote on Google).

Pretty much alone in its denunciation of us, the Union Leader lumbered through its daily attacks on us.

Meanwhile, we were getting very sympathetic and much more accurate coverage on a slew of both mainstream and progressive publications and broadcast media. And we had a lot of media-savvy people, both inside the armories and outside, that helped us tell the story our way. In the armory I was in, there was even a “graybeard caucus” that pressed the news media for acknowledgement of our age diversity every time a story said the protestors were “mostly in their 20s.”

The Idea of Alternatives Takes Root

One reason why nuclear had not been much questioned was that the alternatives were hard to see. Even though the 19th-century industrialization had been largely powered by water, and agriculture in the early 20th century used wind power extensively, as a society we hadn’t been trained to look past fossil and nuclear. But Clamshell made an important strategic breakthrough: being against nuclear was far more effective if we were for something else. Energy that falls from the sun, is pulled by the wind, or harnesses the current of a river is infinitely renewable. Once the infrastructure is in place, it doesn’t cost more to harvest and harness those sources—unlike fossil and nuclear that keep demanding more.

And we had this understanding well before the consciousness about global climate change and carbon footprint penetrated the general consciousness.

Admittedly, these systems aren’t always can be designed to be in harmony with their microenvironment and with the planet as a whole (especially at industrial scale, where they can be quite destructive). But they can be designed for true sustainability, while fossil and nuclear can’t.

Replicators: Dawn of a National Movement

As we emerged from the armories, we began to understand more of our true impact. We discovered that other dozens of Alliances named after their own local flora and fauna were springing up around the country, turning their sights on existing or planned nukes in their own areas. And this national movement successfully reversed the drive toward nuclear. Seabrook did go on line, so we lost that battle (although the power company only built one of the two permitted plants, and that was a significant victory for us). As far as I know, Seabrook was the last plant permitted in the 1970s or 1980s that went online as part of the electric grid. The terribly positioned Shoreham plant on Long Island, New York, was completed and turned on for testing, but then rapidly shut down and was never used to generate power. And for more than 30 years, no new nukes in the US moved forward. Those in the planning stages were scrapped, and many existing plants, facing the wrath of these citizen groups, eventually shut down.

We’ll revisit the deeper implications of that movement in Part 4 of this series. Meanwhile, stay tuned for Part 3.

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For the past 3-1/2 years, I’ve been not just thinking but taking steps to change the entire direction of my business from basic marketing consulting for green businesses to shaping profitable ventures that directly turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance. In other words, showing how social entrepreneurship is a business success strategy that increases revenues and decreases costs. Obviously, more revenue plus lower expenses = higher profits.
Yeah, thinking big. Big enough so it took some serious time to get ready (far more than I thought it would. Here are some of the steps I’ve taken:
  • Hired a remarkable business coach, Oshana Himot, who helped me see that I didn’t have to wait until certain metrics were in place before dong this work that’s been in my heart for decades—and that if I did wait, I’d never get there. She has also worked with me on role-playing sales conversations, etc., to the point where now I really am ready.
  • Launched several new talk topics, including “‘Impossible’ is a Dare”—which I first gave as a TEDx in 2014; I’ve done it several times since, in longer (and once, shorter) formats. You can get a nice taste of it in my 4-minute demo video, if you’re interested: https://www.youtube.com/watch?v=tooSVbHQ5Ik&feature=youtu.be
  • Wrote and found a publisher for my 10th book, Guerrilla Marketing to Heal the World, and went to press (a year ago) with about 50 endorsements, Chris among them—alongside Seth Godin, Jack Canfield, and guest essayists Cynthia Kersey (“Unstoppable”) and Frances Moore Lappé (Diet for a Small Planet). The book has won two small awards so far.

    Cover of Guerrilla Marketing to Heal the World by Jay Conrad Levinson and Shel Horowitz
    Cover of Guerrilla Marketing to Heal the World by Jay Conrad Levinson and Shel Horowitz
  • Organized a very ambitious telesummit (also in 2014) that flopped utterly and made me realize I was NOT ready to go after clients in this new niche—and began to do more work to get myself ready.
  • Put up several websites to help me figure out where to put my energy: I had to develop https://transformpreneur.com and https://impactwithprofit.com before I figured out what I really wanted to say and to whom. The result is https://goingbeyondsustainability.com
  • Determined that small businesses were probably my most likely clients, but that they were not likely to have the budget freedom. Thus, I chose to go after larger companies who might sponsor me to work with their clients, suppliers, NGO partners, etc. Bought a program on how to get sponsors and created a fabulous proposal, driven by benefits to the sponsoring company, that (hopefully) will get my hired to speak and consult.
  • Created a list of ~200 companies I mention favorably in the book and hired someone to research the contact info.
  • Hired a designer to develop a log.
And now I’m finally at the point where it makes sense to reach out to those companies and see if I can get traction. I only need about three to say yes to a medium-to-large project to have a full pipeline.
To me, this is true sustainability; business has to survive—and thrive—in order to make that difference. But the business world often defines sustainability much more narrowly: as simply going green. In positioning my services, I wanted to make a statement that “sustainability,” under that definition, is not enough. It’s keeping things from getting worse, where I think we can make things better. Thus, the name, “Going Beyond Sustainability. And this logo:

https://goingbeyondsustainability.com logo and tagline
Going Beyond Sustainability logo and tagline

This, I believe, is the future of Corporate Social Responsibility (CSR): fundamentally reinventing society to better serve the needs of its planet and its people, self-funding through profitable products and services.

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Yesterday, I posted something on Facebook about reaching a real, and sympathetic, human being on the White House Comment Line. Since the US election last November, I’ve called my elected officials a lot more than in the past. Someone wrote back, saying I was “like the Energizer Bunny” with my consistent activism.

My reply revealed the secret:

Actually, [his name], it’s less Energizer Bunny and more a matter of what I call “the fulcrum principle”: doing not all that much but doing in ways that leverage and multiply the impact…I use my time strategically so the 10 to 15 hours or so I spend on activism per week has a big ripple. Of course I never know when a meeting or demonstration is going to be worthwhile and when it will be a waste of time. I have guessed wrong on a few meetings lately—but then I go to one that’s so energizing and activating and inspiring that it actually recharges me. I went to one like that Saturday and hope the ones I plan to attend Wednesday and Thursday (and the socially responsible business conference next week where I’m MCing two sessions) will be just as awesome.

A fulcrum is the bump underneath a lever that allows that lever to magnify its force—to quite literally create leverage. This concept inspired Archimedes to say, more than 2200 years ago, “Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.”

Three men on river structures with ladders and levers. Retrieved from https://digitalcollections.nypl.org/items/06e13eb0-8a8e-0131-0778-58d385a7bbd0
Three men on river structures with ladders and levers ” New York Public Library Digital Collection.

I’ve played with this metaphor for a long time. I was able to find rejection letters I received for my original The Fulcrum Principle: Practical Tools for Social Change, Community Building, and Restructuring Society book proposal as far back as 1992—and a printout of the proposal itself, though not the electronic file.

Looking at this proposal 25 years later, it would have been a big, ambitious, world-changing book. And other than

  1. Adding in recent developments such as the Arab Spring, Climate Change activism, Black Lives Matter, and of course the massive resistance to the new US president, and
  2. Technology shifts including the Internet and social media, smartphones, 3D printing, and the amazing breakthroughs in green design,

The proposal is still remarkably relevant. Let me share a few highlights:

  • The Fulcrum Principle lets us “achieve the greatest result with the least amount of effort,” including finding others to do some of the work
  • Change happens as fast as possible, but as slow as necessary
  • Why we need both “shock troops” and “put-it-back-togethers”
  • We build momentum for change by presenting the possibility (and manageability) of positive change, finding points of agreement with our opponents—and then expanding those points, changing enemies into allies
  • This momentum can change the world—and it has, many times
  • It’s accomplished more easily when you remember to have fun
  • Grassroots organizers can learn a lot from business (and with 25 years of hindsight, I’d add that business can learn a lot from grassroots organizers); similarly, Left and Right activists have lessons to share with each other
  • Economic and environmental goals can work in tandem (did I really understand that all the way back in 1992? I’ve gone on to write five books that explore this idea)
  • Organizers have quietly developed lots of tools we can harness to make this journey easier: new approaches to everything from how to facilitate productive meetings to how to get the most information in the least time by dividing up a book among different readers who report their insights

The proposal also touched on a raft of social issues, among them:

  • Nonviolent alternatives to the military
  • The role of multinational corporations
  • True democracy going far beyond elections
  • Does it even make sense for change organizations to chase after funding?
  • New ways of looking at drugs and crime, housing, healthcare, transportation, parenting, world distribution of resources, and even sexuality

Interestingly, without revisiting this proposal, I essentially put it into practice when I founded the movement that saved our local mountain in 1999-2000. And I think that’s a lot of why we won in 13 months flat. The “experts” thought we couldn’t win at all. I felt sure that we would succeed, but even I thought it would take five years. I didn’t realize at the time that I had already created the roadmap years earlier.

Perhaps I should dust off this proposal, update, and resubmit.

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It’s always fascinating to see what John Elkington is thinking.

In this profile in Ethical Corporation magazine—which calls him “CSR’s leading thinker”—Elkington restates his view that regenerative business models could create at least $12 trillion in opportunity and add up to 380 million jobs by 2030.

John Elkington, CSR thought leader
John Elkington, CSR thought leader

Elkington has some very cogent things to say about the shocking changes in geopolitics last year, from the Brexit vote to today’s change of US president.

But maybe the most intriguing thing is this little snippet:

…He is travelling to Germany to meet with Covestro, a spin-out from the German chemicals giant Bayer, which has just opened a plant using CO2 in place of polymers in mattresses and upholstered furniture.

If we can turn CO2 into a valuable asset instead of a climate-change accelerant/pollutant, that could be world-changing. And there’s no reason it can’t be possible. I’ve known for years about turning wastes into input. See for example this article about another visionary, John Todd, that I wrote all the way back in 2002.

So why not turn carbon dioxide into a salable product?

Insatiable curiosity about the world has always powered my writing and speaking. I wanted to know more about this. A few seconds of searching led me to Covestro’s page about this technological and environmental breakthrough. While the writing shows distinct signs of a non-nartive-speaking author, the information is quite cool.

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As someone who is decidedly NOT a fan of the annual Black Friday shopping orgy—and who participates instead in celebrating Buy Nothing Day (like Black Friday, always on the day after US Thanksgiving), I just love this!

Patagonia had pledged to donate all of its worldwide online and offline revenues on Black Friday to environmental causes.

Patagonia's fish/mountain range-shaped logo
Patagonia’s fish/mountain range-shaped logo

Here’s what happened, as reported by ABC News:

The outdoor clothing maker previously announced it would donate 100 percent of its global retail and online sales on Black Friday. It says it expected to reach $2 million in sales, but instead generated five times more. Patagonia says the fundraiser “attracted thousands who have never purchased anything from Patagonia before.”

Mind you, that’s not the profits from its $10 million in sales. It’s the whole amount, the gross revenue. Nothing set aside for product costs, operating costs, or anything else. I hope this generates many loyal new customers and lifelong fans. May the company’s generosity be a source of continued abundance, and maybe next year they can repeat and do even better.

All I can say is BRAVO and WOW!

Personally, I’ve been a fan of Patagonia for decades. I even profile the company in my latest book, Guerrilla Marketing to Heal the World. I didn’t happen to hear about this ahead, but might have actually moved from participating in Buy Nothing Day to making an online Black Friday purchase to support the environment. That would not have felt like the crass commercialism that seems to fill every moment of airspace in November and December, and feels especially extreme on Black Friday.

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Someone asked a very odd question in a discussion group:

How a startup is viewed (by an investor) when its majority spending is on marketing/advertising?

Laney Rosenzweig StoryboardIn my answer, I chose to ignore the investor question (although I hint at it in my last sentence) and discuss it instead from an overall business point of view. Let me share that answer:

Having written several books on how to market effectively with little or no money, I definitely agree. While we don’t all have to be as extreme as Google, which built one of the most profitable companies in the world without spending anything on advertising, I think all of us should be focused heavily on more creative, more interactive marketing—including content, interactive involvement tools on your website, social media actual participation (not just advertising), live appearances, etc.—only using advertising and other paid strategies sparingly if at all. This is something I can help with, BTW. For a very affordable cost, I can create an entire marketing plan for you, rooted in these kinds of strategies as they make sense for your particular business/skill set/interests.

If someone is spending more on marketing than on operations, I’d worry about their long-term viability.
But I found the question quite odd. It’s hard to even wrap my brain around the idea of spending more on marketing than on innovation, product development, manufacturing, distribution, etc., combined. Yes, of course, we’re all in business to sell something, and marketing helps us do that. But we also have to have something worth selling.
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The Washington Post reports that the never-finished, never-operated Bellefonte Nuclear Power Plant, in Hollywood, Alabama is for sale at the bargain-basement price of $36.4 million. It has cost more than $5 billion to build as much of it as Tennessee Valley Authority managed to complete, so this isn’t just pennies on the dollar. Each penny of the purchase price leverages $137.36 of construction investment—which, if my math is right, works out to a pretty incredible 1,373,626.37 percent return on investment (ROI), if the plant could be amortized that way. Kind of like getting a Ferrari for the price of a Matchbox car (little toys about two inches long).

The unfinished Bellefonte nuke in Alabama is for sale. Let's have some fun figuring out what to do with it.
The unfinished Bellefonte nuke in Alabama is for sale. Let’s have some fun figuring out what to do with it.

Of course, the plant can’t be amortized that way. It was built to turn atoms into smaller atoms and electricity (and, by the way, tremendous waste heat and a whole soup of poisonous and radioactive waste). In all likelihood, the plant will never fulfill its intended purpose. And that’s a good thing!

So let’s think about what we could do with it instead. After all, it’s costing the small town of Westwood, MA more than $13 million just to build a police station, so this really is “the deal of the century.” And let’s have some fun.

I want your outlandish AND your practical ideas. Please submit one of each as a comment on this page, in this format: Outlandish: (describe your idea in one to three sentences). Practical: (describe your idea in one to three sentences). Also please tell me how you learned about the contest so I know whom to thank. If you wish, you may link to a page giving more details. Each entry must include both categories (and the link to your posting address or Facebook screen name must function, so I can contact you if you win).

Oh, and comments are moderated, so don’t even bother posting racist, sexist crap or unrelated commercial spam. It won’t get posted and it WILL get you reported and blacklisted.

All entries must be received by 11:59 PM Eastern Time, Thursday, October 20, a bit over a month from the day I post this.

Want to be a winner? Make your Outlandish entry very humorous but not offensive. And make your  Practical entry eco-friendly and specific. For instance, it’s not enough to say “a renewable energy project.” I want to know the type and why it’ll work there.

The winner in each category will get a 30-minute consultation with me to discuss any aspect of marketing, green/social entrepreneurship business profitability, book publishing, or green living–and a copy of my latest book, Guerrilla Marketing to Heal the World (acclaimed by Jack Canfield, Seth Godin, and others) as well as my ebook, Painless Green: 111 Tips to Help the Environment, Lower Your Carbon Footprint, Cut Your Budget, and Improve Your Quality of Life—With No Negative Impact on Your Lifestyle. Total value of the prize is $135, which is as close as I can come to the amount of construction cost each penny covers. And you’ll be in a press release I’ll send out announcing the winners.

I am the judge, and I’m not responsible for lost or misdirected entries, I assume no liability, blah blah blah (standard contest disclaimers).

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Someone posed this question on a discussion group, with a particular emphasis on which candidate would be better for innovation. This was my response:

One of the few promises Trump is likely to keep is to withdraw federal government support for innovation in the energy sector–the place that’s likely to be among the most job-creating new industries in the next two decades. Trump will deliberately choke off innovation in this very innovative sector. That will be bad for business.

Offshore oil platform. Photo by Freddie Hinajosa
Offshore oil platform. Photo by Freddie Hinajosa
Trump will be seen as untrustable by all other countries. That will be bad for business.
Trump has a record of skipping out on what he owes small businesses, then bragging about how he cheated them. That will be bad for business. I’ve been speaking and writing about business ethics as a key to success since 2002, and he is completely devoid of ethics.
Trump has made it abundantly clear that his policies will favor billionaires over others. That will help a few at the top, but overall, be bad for business.
Trumps bullying/name calling, thin skin, bad temper, open racism, mocking of those he perceives as enemies, etc. are the opposite of good management. Having that as a role model in the top management job in the country will not only be bad for business but could easily start wars.
I’m not real happy with Hillary Clinton as a candidate, but I’m in general agreement with the direction she would take the country–other than my worry that she will lead us into unnecessary wars. She at least is smart, stable, and caring. Her ethics are shaky and her tendency toward nontransparency worries me. But at least she HAS a moral compass even if it doesn’t point true north–and (I believe) a genuine desire to make the world better.
In other years, I might vote third-party. I’ve done it before. But this year, I want Trump’s margin of defeat to be so enormous that he never shows his face in politics again. A Trump presidency would be a disaster, not just for business, but for everyone who loves democracy, innovation, morality, or merit-based success. Trump represents the worst of American society: a racist, sexist, authoritarian bully. A liar and a cheat. A man who is only about himself and has no higher calling. A man who thinks his material wealth gives him the right to stomp on others. A man who panders to fear and has no vision. A man who doesn’t “play well with others.”
A man who must not be elected President.
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I’m speaking at a conference in beautiful Brattleboro, Vermont—but staying in a motel in the ugliest part of town, sandwiched between a McDonald’s and a Wendy’s. Still, when I got back to my room last night, I was low on exercise for the day so I decided to take a walk. Fortunately, the motel is very close to the Seabees Bridge across the Connecticut River, so I decided to walk to New Hampshire, about ten minutes of strolling in each direction.

It was a very good decision. The Seabees Bridge turns out to be a double span: a new, wide bridge carrying cars, and an older one just south of it, narrower, unlit, and blocked off from vehicles. The newer one closely resembles but doesn’t exactly duplicate the original bridge.

The pedestrian bridge has a number of amenities such as benches and picnic tables. And in the dark, both the double span itself and the river and shorelines below were powerfully evocative. I tried to photographic it, but my phone wasn’t up to the task. CAUTION: I found out the hard way that those amenities are hard to see on an unlit bridge at night, just as I stepped back off the bridge onto the Vermont side. OUCH!

It reminded me of other moments finding magic in strange places. In chronological order:

  1. A moment bicycling through the Bronx as a child of maybe 13, where I suddenly experienced a sense of freedom and joy.
  2. Another Bronx childhood moment, exploring an abandoned railroad track in Van Cortland Park and feeling like I was way out of the country in the time of Tom Sawyer.
  3. A Quaker meeting in the parking lot of a nuclear power plant construction site, in 1977 before 1414 of us took over the site in a protest against this horribly unsafe technology, and were arrested—almost 40 years later, still the most powerful spiritual moment in my memory.
  4. Staying at a cheap hotel at Disney World so I could attend a conference at an expensive Disney hotel about a mile away, and feeling the magic of the numerous small natural habitat spots left undeveloped here and there among the acres of manicured and probably pesticided lawns—perhaps especially powerful because of contrast with their sterilized surroundings.
  5. Just last month, another evocative dark bridge over a river—in Beijing, one of the largest cities in the world.

In that Disney trip, I used my powers of observation to notice far more than the habitat. Go back up to #4 and click the link, if you want to see what else I learned, and what business lessons I applied.

If you look at the world with observant eyes, hear with aware ears, touch with sensitized fingers, it’s amazing what you can discover. I remember one more incident that wasn’t magical, but tingled my senses. My wife and I (both writers) were walking through the woods many years ago, discussing ideas. I said that ideas were easy to find, and challenged myself to name (out loud) ten ideas in the next 100 feet of our walk. I stopped around 20. That incident led to a new folder in my crowded file drawer with ideas for books I may write someday: “How to Find Your Next 10,000 Ideas.”

If magic can be found in a parking lot, where else can you find it?

Dar Williams, author of "The Christians and the Pagans"
Dar Williams, author of “The Christians and the Pagans”

I love this line from Dar Williams’ song, “The Christians and the Pagans”: “You find magic in your God but we find magic everywhere.”

 

 

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Glass Doors in Metro Station
Platform entry gate on the Shanghai Metro (courtesy of Wikipedia)

[This is the first of three observation posts about China. In the coming weeks, I expect to also look at westernization/managing rapid growth and dissent.]

On our recent trip to China, we explored three different cities by underground rapid transit. Shanghai and Xian call their system the metro, while in Beijing, it’s the subway.

By any name, the train system is a wonder. Signs and recorded announcements are bilingual and clear, all the exits are numbered, the trains are fast, frequent clean, and quiet—and crowded.

Xian has only two lines, in part because several digs to expand the system have unearthed archeological treasures. It will have three more in the coming years. Shanghai and Beijing have many more.

In cities as large as these (8 million to 25 million), keeping people out of cars is very much a public good, Traffic congestion is already a misery, as is pollution. Plus, rapid transit is far more environmentally benign than transporting even 1/4 as many via private cars. In other words, the more people can use the trains, the better it will be on the street. Thus, it’s no surprise that the trains are very inexpensive, and cover a lot of ground. The zoned systems cost just 3 yuan (about 40 cents) for the shortest distance in Beijing and Shanghai and only 2 yuan in Xian; in Beijing, at least, much of the city core seems to be in the first zone. A ride all the way to the Shanghai airport costs 7 yuan. Regular commuters can get reusable fare cards and pay even less.

In Beijing, the system extends some 30 or so miles out to the Great Wall and the Summer Palace, perhaps even farther in some directions. The maximum fare of 10 yuan is based on a distance of 92 to 112 kilometers; the airport train costs 25 yuan (about USD $4).

Advertisers are likely to be a factor in the low cost; they monetize their captive audiences; Shanghai and Beijing are the first subways I’ve ever encountered that redesigned the standee straps to fit ads, and also project ads on the walls of the tunnels as the trains pass through. Oddly,  Shanghai had no ad placards in the usual place between the doors and the ceiling, though Beijing did.

To board a train, first you get your bags screened by the first of many security people you’ll encounter, then select the destination line from an electronic system map. At that point, you choose Chinese or English; select your station and number of passengers, insert your money, and take your farecard. Hold it over the turnstile sensor, enter, and either feed your ticket back to the turnstile or scan it (if you have more fares left) as you exit. Once on the platform, confirm the direction by checking the strip maps on the platform, which clearly show the stations yet to come.

On all three systems, at least some lines wall off the tracks from the platform, like an airport tram or an elevator (see picture above). Doors open in the wall when a train is docked. I was puzzled at this at first, as it seems an unnecessary expense and complexity. But then I thought about what rush hour might look like in a city of 24 or 25 million residents. With the walls, not only is litter eliminated as a safety hazard, but no one can fall or be pushed onto the tracks. However, in Beijing, several lines use open platforms, and their cars seem newer, so this experiment may be proving less-than-successful.

Western cities don’t face quite the daunting challenges of these megacities—but congestion, pollution, and resource use are definitely factors for urban planners. Here are a few principles they may want to borrow from the Chinese:

  • Make the line user-friendly to both locals and tourists—use clear signage
  • Keep it as affordable as possible
  • Keep it clean (all three systems were spotless, and we’d often see cleaners working the platforms)
  • Design the routes to bring people to the places they want and need to go, and run the trains often enough to keep up with demand
  • Label every exit not only with street names (useless to visitors, for the most part) but also with a letter or number; then locals can give directions that begin with the right exit number.

It’s worth noting that Shanghai also has a very high-tech ultra-high-speed magnetic levitation (MagLev) train, which costs significantly more to use and apparently takes a great deal of energy to run. Top rated speed is 430km/h. We saw it from the highway, but were never in a position to try it out. You can take it from the airport for 50 yuan (about USD $8).

Shel Horowitz’s latest book, Guerrilla Marketing to Heal the World, shows how to turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance—using the power of the profit motive.

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