Comparing the Conversations: Sustainability in Los Angeles and Zürich, Switzerland

Jacob Rose was enrolled in the Spring 2025 PSYC 499 – It’s Not Easy Being Green: Decision-making for Sustainable Action course taught by Dr. Joe Árvai, Director of the Wrigley Institute. As part of the class, students took a spring break trip to Zürich, Switzerland to meet with people and organizations at the forefront of sustainability in Europe. During the rest of the spring semester, classes and lectures were complemented by meetings with sustainability leaders in Los Angeles. 

When stuck in rush hour traffic in L.A. or struggling to justify a $40 Uber to Dodger Stadium, a common thought that passes through my mind is, “Why can’t the U.S. be more like Europe?” After all, replacing all the highways and traffic with public transportation and bike lanes would be a great way to curb our carbon emissions and save me hours of waiting in a car. On the surface, the question appears tied to infrastructure—efficient public transit, walkable cities, and clean energy. And this undoubtedly plays a role. But why does this gap exist?

After weeks of conversations with organizations in both Los Angeles and Zürich, Switzerland, I’ve come to understand that the answer runs deep. It’s not just infrastructure or political systems that differentiate the two—it’s how decisions around sustainability are made. The contrast between Zürich and L.A. was not just geographic—it was strategic. Each place revealed unique cultural attitudes, constraints, and pathways when it came to shaping sustainable action.

In Zürich, what stood out most was the emphasis on systems thinking and long-term planning. Sustainability wasn’t presented as a separate issue or siloed initiative. Instead, it was woven into urban design, waste management, energy policy, and economic incentives. Sustainability teams often collaborate closely with upper management, and companies respond to public demand for change. Our conversations revealed a tendency toward holistic planning, collaborative public-private partnerships, and a sense of civic duty that allowed for steady, measured progress. Decision-making here felt intentional and supported by a shared understanding that sustainability is a public good, not a bonus.

Back in Los Angeles, the tone of our conversations was different. L.A.’s sprawling geography and diverse populations create unique sustainability challenges. Compared with Switzerland, there was a distinct feeling of urgency among the organizations we spoke to, which makes sense. After all, the impacts of climate change are much harder felt in L.A. than in Zürich. Organizations often spoke of needing to do more with less, whether that meant limited funding, shifting political winds, or the need to gain public support. L.A.’s approach felt scrappier and more of an underdog story, fueled by an entrepreneurial spirit rather than a business mandate.

One thing that surprised me was how often we returned to the process behind the action. In both cities, effective sustainability wasn’t about the what—it was about the how. How do we fund our initiatives? Where should we look for inspiration? Can we get our stakeholders to buy in?

One organization described decision-making as a negotiation between idealism and realism. Another emphasized the importance of framing sustainability not as a sacrifice, but as an opportunity. In Zürich, this often meant policy backed by years of data and consensus. In L.A., it meant listening more closely to communities, adapting quickly, and recognizing difficult tradeoffs. These approaches were different, sure, but not incompatible.

At times, it was hard to take away a universal lesson, since every organization differed in its approach. Maybe the conclusion is that there is no one-size-fits-all model, but a clear process, willingness to collaborate, and commitment to developing a clear, objective-based roadmap for sustainable action are critical traits of a successful model. The infrastructure we see—the trains, the bike lanes, the clean energy grids—is the result of countless small decisions shaped by culture, politics, and people.

I’ll probably keep asking why the U.S. can’t be more like Europe, especially after my week of traversing Switzerland via high-speed, electric rail—an addictive experience. But now, I ask it with a deeper understanding and respect for the work that turns sustainability from a concept into action.