Steven ten Have. Integrated Coastal Zone (Change) Management
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SUSCOD: ICZM & ICZ(C)M
INTEGRATED COASTAL ZONE (CHANGE) MANAGEMENT
DEVELOPING A CHANGE APPROACH:
CRITERIA AND LESSONS LEARNED
NOVEMBER 6, 2013
STEVEN TEN HAVE
CONTENT
• Background
• Context
• Rationale
• Effect(s)
• Focus
• Energy
• Connection
• Reflection
6 n
ovem
ber
2013
2
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2013
3
46 n
ovem
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2013
525 n
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6 n
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6
DISINTEGRATED
7
Starting point Learning experience
Ap
pro
ach
Grand design Contextual development
Visionary leadership Servant leadership
Vis
ion Rationale Effect
Ca
pa
city
Focus Energy
Execution Interaction
6 n
ovem
ber
2013
86 n
ovem
ber
2013
925 n
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ber
2013
10
25 n
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2013
11
6 n
ovem
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2013
12
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ovem
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2013
13
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ovem
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2013
Viviane Reding, the EU commissioner for justice, argues that compulsion is the only way to
overcome entrenched discrimination. For a whole year she has tried to cajole companies to take
voluntary measures to promote more women. In March, she posted a “Women on the Board
Pledge for Europe” on her website. This allows companies to promise that women will make up
30% of their boards by 2015 and 40% by 2020. Only seven companies have signed up so far.
Moët Hennessy Louis Vuitton (LVMH), a French luxury-goods maker, added itself rather
ostentatiously on July 12th. But cynics doubt that this owed much to the commissioner's powers
of persuasion. LVMH was only pledging to do what the new French law already obliges it to.
There is a powerful business case for hiring more women to run companies.
They are more likely to understand the tastes and aspirations of the largest
group of consumers in the world, namely women. They represent an
underfished pool of talent. And there is evidence that companies with more
women in top jobs perform better than those run by men only.
IVORY TOWER
14
Starting point Learning experience
Appro
ach Ambition Contribution
Vis
ion
Global Local
One size fits all Fit for purpose
Capacity
Focus Energy
General program Tailored initiatives
Deliverables & deadlines Readiness level
6 n
ovem
ber
2013
15
6 n
ovem
ber
2013
16
6 n
ovem
ber
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ENERGY
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6 n
ovem
ber
2013
COLLECTIVE FANTASY
18
Starting point Learning experience
Appro
ach Ambition Contribution
Visionary leadership Servant leadership
Capacity Challenge Containment
6 n
ovem
ber
2013
19
6 n
ovem
ber
2013
BUREAUCRACY
20
Starting point Learning experience
Appro
ach Protocols Simple rules
Participant Owner
Vis
ion
One size fits all Fit for purpose
Activities Results („nudge‟)
Capacity
Focus Energy
Planning Purpose
Deliverables &
deadlines
Readiness level
6 n
ovem
ber
2013
21
6 n
ovem
ber
2013
SELFISHNESS
22
Starting point Learning experience
Appro
ach Protocols Simple rules
Participant Owner
Vis
ion
One size fits all Fit for purpose
Activities Results („nudge‟)
Capacity
Planning Purpose
Execution Interaction
General program Tailored initiatives
Deliverables &
deadlines
Readiness level
6 n
ovem
ber
2013
6 n
ovem
ber
2013
23
24
25 n
ovem
ber
2013
"What usually matters are
careful, thoughtful, small,
practical efforts by people
working far from the limelight.
In short, quiet leadership is what
moves and changes the world."
25
6 n
ovem
ber
2013
26
Starting point Learning experienceA
ppro
ach
Grand design Contextual development
Ambition Contribution
Visionary leadership Servant leadership
Protocols Simple rules
Participant Owner
Vis
ion
Rationale Effect
Global Local
One size fits all Fit for purpose
Activities Results („nudge‟)
Capacity
Focus Energy
Planning Purpose
Execution Interaction
General program Tailored initiatives
Challenge Containment
Deliverables & deadlines Readiness level
6 n
ovem
ber
2013
27
6 n
ovem
ber
2013
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