 In a related reinterpretation of a classic study in psychology, Russell and Bolton re-examine Milgram’s classic “obedience studies” (see the entry on  the concept of evil,  section 4.5). In these experiments, Milgram explored the conditions under which ordinary people would be disposed to perform evil actions (such as administering electric shocks to strangers). Russell and Bolton argue that, when properly interpreted, Milgram’s studies show that political, administrative and bureaucratic structures can lead to a general and tacit agreement for those in an advantaged situation to harm the interests of those less powerful. In Russell and Bolton’s new interpretation of the Milgram experiments, those who are in the advantaged situation are those living comfortably in wealthy countries, while the powerless are distant strangers and members of future generations. Corporate structures and long organizational chains, Russell and Bolton argue, encourage inaction, denial and diffusion of responsibility that typifies both the common responses to climate change and also the behaviour of participants in Milgram’s experiments. They conjecture that Milgram’s work thus explains the phenomenon of what they call “responsibility ambiguity” that underlies hesitancy to take action on climate change (Russell and Bolton 2019, and see also Rees 2020). While they make no mention of the work of Hannah Arendt, their analysis recalls some of Arendt’s analysis of the banality of evil (see the entry on  the concept of evil,  section 2.3). There appears to be scope for more empirical research and interdisciplinary study on topics such as the diffusion of responsibility and denialism. A similar analysis might also apply to inaction in the face of declining biodiversity.