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Windstorms can seem like they come out of nowhere, hitting with a sudden blast. They might be hundreds of miles long, stretching over several states, or just in your neighborhood. But they all have one thing in common: a change in air pressure. Just like air rushing out of your car tire when the valve is open, air in the atmosphere is forced from areas of high pressure to areas of low pressure. The stronger the difference in pressure, the stronger the winds that will ultimately result. On this forecast for March 18, 2025, from the National Oceanic and Atmospheric Administration, L represents low-pressure systems. The shaded area over New Mexico and west Texas represents strong winds and low humidity that combine to raise the risk of wildfires. [Image: NOAA Weather Prediction Center] Other forces related to the Earths rotation, friction and gravity can also alter the speed and direction of winds. But it all starts with this change in pressure over a distancewhat meteorologists like me call a pressure gradient. So how do we get pressure gradients? Strong pressure gradients ultimately owe their existence to the simple fact that the Earth is round and rotates. Wind speed and direction in the upper atmosphere on March 14, 2025, show waves in the jet stream. Downstream of a trough in this wave, winds diverge and low pressure can form near the surface. [Image: NCAR] Because the Earth is round, the sun is more directly overhead during the day at the equator than at the poles. This means more energy reaches the surface of the Earth near the equator. And that causes the lower part of the atmosphere, where weather occurs, to be both warmer and have higher pressure on average than the poles. Nature doesnt like imbalances. As a result of this temperature difference, strong winds develop at high altitudes over midlatitude locations, like the continental U.S. This is the jet stream, and even though its several miles up in the atmosphere, it has a big impact on the winds we feel at the surface. Because Earth rotates, these upper-altitude winds blow from west to east. Waves in the jet streama consequence of Earths rotation and variations in the surface land, terrain and oceanscan cause air to diverge, or spread out, at certain points. As the air spreads out, the number of air molecules in a column decreases, ultimately reducing the air pressure at Earths surface. The pressure can drop quite dramatically over a few days or even just a few hours, leading to the birth of a low-pressure systemwhat meteorologists call an extratropical cyclone. The opposite chain of events, with air converging at other locations, can form high pressure at the surface. In between these low-pressure and high-pressure systems is a strong change in pressure over a distancea pressure gradient. And that pressure gradient leads to strong winds. Earths rotation causes these winds to spiral around areas of high and low pressure. These highs and lows are like large circular mixers, with air blowing clockwise around high pressure and counterclockwise around low pressure. This flow pattern blows warm air northward toward the poles east of lows and cool air southward toward the equator west of lows. A map illustrates lines of surface pressure, called isobars, with areas of high and low pressure marked for March 14, 2025. Winds are strongest when isobars are packed closely together. [Image: Plymouth State University, CC BY-NC-SA] As the waves in the jet stream migrate from west to east, so do the surface lows and highs, and with them, the corridors of strong winds. Thats what the U.S. experienced when a strong extratropical cyclone caused winds stretching thousands of miles that whipped up dust storms and spread wildfires, and even caused tornadoes and blizzards in the central and southern U.S. in March 2025. Whipping up dust storms and spreading fires The jet stream over the U.S. is strongest and often the most wavy in the springtime, when the south-to-north difference in temperature is often the strongest. Winds associated with large-scale pressure systems can become quite strong in areas where there is limited friction at the ground, like the fat, less forested terrain of the Great Plains. One of the biggest risks is dust storms in arid regions of west Texas or eastern New Mexico, exacerbated by drought in these areas. When the ground and vegetation are dry and the air has low relative humidity, high winds can also spread wildfires out of control. Even more intense winds can occur when the pressure gradient interacts with terrain. Winds can sometimes rush faster downslope, as happens in the Rockies or with the Santa Ana winds that fueled devastating wildfires in the Los Angeles area in January. Violent tornadoes and storms Of course, winds can become even stronger and more violent on local scales associated with thunderstorms. When thunderstorms form, hail and precipitation in them can cause the air to rapidly fall in a downdraft, causing very high pressure under these storms. That pressure forces the air to spread out horizontally when it reaches the ground. Meteorologists call these straight line winds, and the process that forms them is a downburst. Large thunderstorms or chains of them moving across a region can cause large swaths of strong wind over 60 mph, called a derecho. Finally, some of natures strongest winds occur inside tornadoes. They form when the winds surrounding a thunderstorm change speed and direction with height. This can cause part of the storm to rotate, setting off a chain of events that may lead to a tornado and winds as strong as 300 mph in the most violent tornadoes. Tornado winds are also associated with an intense pressure gradient. The pressure inside the center of a tornado is often very low and varies considerably over a very small distance. Its no coincidence that localized violent winds from thunderstorm downbursts and tornadoes often occur amid large-scale windstorms. Extratropical cyclones often draw warm, moist air northward on strong winds from the south, which is a key ingredient for thunderstorms. Storms also become more severe and may produce tornadoes when the jet stream is in close proximity to these low-pressure centers. In the winter and early spring, cold air funneling south on the northwest side of strong extratropical cyclones can even lead to blizzards. So, the same wave in the jet stream can lead to strong winds, blowing dust and fire danger in one region while simultaneously triggering a tornado outbreak and a blizzard in other regions. Chris Nowotarski is an associate professor of atmospheric science, Texas A&M University This article is republished from The Conversation under a Creative Commons license. Read the original article.
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AI is fundamentally re-engineering how work is done, who does it, and why. From AI-assisted nursing tools enabling healthcare providers to serve more patients to robotics improving retail fulfillment efficiency, the change is monumental. Organizations must establish a common language around work to navigate this transformation effectively. This raises a critical question: Who bears the responsibility for preparing the workforce for the AI age? Industry expert Josh Bersin notes that thriving in this era requires redesigning work, jobs, and organizational modelsdeconstructing tasks, evaluating AI solutions, and defining the human role alongside automation. This imperative underscores the moral mandate of leaders to empower people, not displace thema theme explored further in his piece. It is clear that readiness cannot fall solely on employees. Leaders must rise to the challenge, driving the reinvention of work ethically and inclusively. The moral mandate of leaders AI is poised to reinvent nearly every job, with research showing that 92% of tech roles will evolve in response to automation. Yet, most employees lack the tools to navigate these shifts independently, and many HR leaders remain uncertain about future workforce needs. Expecting employees to pivot seamlessly without guidance ignores their struggles to balance work and life, let alone reimagine their career trajectories. Leaders must rise to this challenge by creating a unified understanding of work that drives intelligent workforce transformation. The imperative isn’t just about adopting AIit’s about re-engineering work in a way that ensures no one is left behind. Leadership must understand their workforce’s day-to-day activities: Which tasks are primed for AI enhancement? How can we create more opportunities? How do we ensure work flows efficiently to those best suited to perform it? Bersins research shows that to succeed with AI, companies must rethink work, jobs, and structures. This means focusing on customer outcomes, breaking work into tasks, using AI where it fits, and defining where humans add value. Leaders who do this will make AI work for their peoplenot replace them. Accountability is the new currency Todays stakeholdersemployees, customers, communities, and shareholdersscrutinize companies like never before. Business success is no longer measured by profits alone; its judged by how well organizations unlock and amplify the full potential of their people. Leaders must rethink traditional job design. Jobs consist of tasks, not skills, and people possess the skills to perform those tasks. Reskilling efforts must be task-focused, dynamic, and deeply personalized. Consider financial services. Junior analysts, whose roles are heavily impacted by AI, could become data scientists within months through upskilling in Python and AI fundamentals. This isnt just workforce optimizationits workforce empowerment. The alternative is bleak: mass unemployment, economic instability, and widening social inequalities. Failing to act doesnt just hurt employees; it undermines economic resilience. Design for meaningful work AI will eliminate some roles but create countless new opportunities. The key is ensuring that those opportunities are accessible to everyone, regardless of their starting point. Organizations need comprehensive frameworks that map jobs, tasks, processes, and career paths. Through this understanding, leaders can create clear development pathways for every employee. This isn’t just about workforce optimization; it’s about creating an environment where every individual can grow alongside technological advancement. For example, our Workforce Reinvention Blueprint pinpoints high-value areas where AI complements human capabilities. Leaders can build reskilling strategies tailored to individual aspirations and organizational goals, ensuring every employee finds meaning and purpose in their work. From incremental to transformational The journey to workforce reinvention doesnt happen overnight. Leaders must adopt a phased approach, starting with understanding their current workforce dynamics, aligning job tasks with future skills needs. Heres how companies can embrace transformation: Workforce analysis: Identify tasks for automation and map the skills needed for higher-value roles. Reskilling as a priority: Pinpoint skills gaps and offer tailored learning opportunities. Transparency in communication: Build trust by sharing the vision for AI integration and its impact. Inclusive leadership: Ensure reskilling opportunities are accessible to all employees, especially marginalized groups. Leadership that goes beyond numbers As we continue through 2025, the organizations that thrive will be those that approach workforce transformation with both boldness and responsibility. Success lies in ensuring that as work evolves, people evolve with it. This isn’t just about AI adoptionit’s about creating a future where technology amplifies human potential rather than diminishing it. The opportunity to reinvent work has never been greater; the responsibility to do so has never been clearer. Siobhan Savage is CEO and founder of Reejig. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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Is technology a hero or a villain? That question keeps coming back to me. Especially now, as the world watches the ripple effects of the USAID funding freeze and the relentless wave of climate disasters. Tech companies sit right at the heart of these crisesnot as bystanders, but as some of the most powerful players in how they unfold. And yet, techs public image has never been more conflicted. On one hand, technology has enabled incredible breakthroughs in humanitarian response. AI can predict floods before they hit. Blockchain helps track aid deliveries in fragile contexts. Real-time data platforms put lifesaving information directly into the hands of frontline responders. Thats the tech I believe in. But lets be honestBig Techs reputation is hanging by a thread. From privacy scandals to polarization to performative corporate social responsibility (CSR), the gap between what tech could be and how people perceive it feels wider than ever. This moment is a wake-up call. Not just for CSR, but for the entire way tech companies define their role in solving global problems. What weve seen at Tech To The Rescue over the past five years is simple: Social impact work isnt charity. Its how companies sharpen their edge. When tech teams partner with nonprofits tackling crises, theyre not just donating skillstheyre learning in ways that no corporate client can teach them. Theyre designing for chaos, building for the underserved, and stretching their creativity to the limit. What internal sprints will never teach you For small and mid-sized companies, this work is a goldmine of tactical insight. Designing systems for low-bandwidth environments, creating tools for users with limited digital literacy, or adapting platforms for multilingual emergency contextsthese are not side projects. They are previews of the challenges companies will face as they scale into new markets. And for larger companies? Its just as valuableespecially when these partnerships happen inside innovation teams, not just CSR departments. Unlike traditional philanthropy, with its slow approvals and risk aversion, these collaborations are fast, hands-on, and embedded with frontline teams. The result? Products that dont just live in PowerPoints but in the hands of people who need them most. Real-world proof that this works This isn’t a theory. Its happening now. Through AI for Changemakersa global accelerator we launched with sponsorship from AWS and Google.orgtech companies are building tools like SOPHIA, which processes multilingual crisis data in real time, and AIMM, which helps field teams at Mercy Corps that use AI for program design without needing a data science degree. I saw this dynamic firsthand at AWS re:Invent, standing alongside leaders from Mercy Corps and ACAPS to showcase these projectsnot as feel-good stories, but as proof that serious tech-for-good collaborations deliver serious impact. But the moment that stuck with me most came earlier, at VivaTech in Paris. Thats where Werner Vogelsone of the worlds most influential CTOsannounced the Now Go Build CTO Fellowship, created in partnership with our AI for Changemakers program. And this wasnt some hands-off endorsement. Vogels, Amazons CTO, stepped in to mentor nonprofit CTOs directly, giving them access to the same leadership and technical playbook that powers AWS. When a tech leader of his stature decides to personally invest in social impact organizations tech leadership, it sends a message: If we want stronger humanity, we need stronger and out-of-the-box collaborations. Why this matters for every tech company This is no longer about reputational polish. Social impact partnerships are becoming a core source of innovation, talent development, and resilience. According to Deloittes 2024 Global Gen Z & Millennial Survey, 86% Gen Zs 89% of millennials shared that a sense of purpose is important to overall job satisfaction and well-being for them. Also, 75% of both groups responded that an organizations community engagement and societal impact are considered and important factors when looking into potential employers. On the flip side, less than half believe that businesses do have a positive societal impact, highlighting a growing gap between expectations and reality. The same is true for consumers, especially since the pandemic. Ipsos Global Trends 2021 found that 70% of consumers across 25 markets prefer to buy from brands that reflect their personal values. This trend has been particularly strong in key markets like the U.K., France, and the U.S., where the emphasis on brand values has grown by over 16% since 2013. Lets also rethink what pro bono in the tech industry even means. Its become shorthand for quick volunteer gigs, but in reality, the projects that matter most are professionally scoped, technically complex, and demand the same creativity, rigor, and accountability as any top-tier client engagement. Its time to see these collaborations for what they are: R&D with purpose. So back to that question: Hero or villain? The answer wont come from PR. It will come from what we build, who we build it for, and whether were willing to apply our best thinking to humanitys hardest problems. The companies that embed social impact into their innovation playbook will come out stronger, sharper, and far better prepared for a future where impact isnt an accessoryits a core business strategy. Jacek Siadkowski is the CEO and cofounder of Tech To The Rescue. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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