Leadership From the Top. Principles, Sign Declarations, Mission Statements Common Evolution for Executive Commitment.

Leadership From the Top

Principles, Sign Declarations,

Mission Statements

Common Evolution for Executive Commitment


Mission Statements

Setting Goals, Integrating into Strategic Planning Processes.

Some funding support

Awakening



Mission Statements



Integrate into Organizational

Identity. Formalize responsibilities across

executive teams, faculty and staff.

Sustainability planning.

PioneeringAwakening



Mission Statements



Integrate into Organizational

Identity. Formalize responsibilities across

executive teams, faculty and staff

Use sustainability as an organizing principle and lens for executive decision-making and institutional reform

Continuous improvement in sustainability as established organizational expectation.


Pioneering

Transformation

Awakening

Capital Budget Managers

Maintenance Budget Managers

Utility Budget Managers

Human Resources Managers

Barrier: Accounting structures are driving inefficient design and

operations by limiting the appropriate movement of investments and savings

Senior Leadership will need to play a central role in reforming key institutional systems across the

organization

Capital Budget Managers

Maintenance Budget Managers

Utility Budget Managers

Human Resources Managers

Common Practices:

1. No capital budget consideration of operating costs implications and

opportunities

2. No efficiency funding in annual maintenance/operating budgets

3. No way to return savings to the people that achieve them

4. Reduced annual operating budgets when energy costs reduced

5. No funding for piloting and testing new practices

Interdependence between: Professional, departments, groups & organizations Capital, Finance & Accounting Leadership Technology, products & Services Information Capacity Building/Education Values and Culture Policy and more….

Senior Leadership will need to play a central role in Navigating Interdependence in the organization

Building Name Leverett Towers F & G

Department Faculty of Arts and Sciences

Description Complex of 2 11-story towers

Age Built 1959; renovations every 4 years

Size 121,697 square feet

Occupancy 158 suites, 20 tutor apartments; 300 residents

Demographics Undergraduates, graduate tutors

Lease format Academic year appointments; temporary summer housing

Building systems and utilities

Heat/ventilation: Steam to forced air and radiant heat; Hot water: steamAir conditioning: window unitsElectricity: tutor kitchenette appliancesNatural gas: dryers (1990-2001 only)

2006 GHG emissions

1537 MTCDE

Business Modeling for Cost Neutral Climate Neutrality

Cost Neutral Climate Neutral Building Case Study

Leverett Towers Investment Summary

Component% of

PortfolioInvestment Period MTCDE/yr

Energy Conservation Measures 17% 2007-2009 255

Renewable Energy Technology (onsite) 3% 2007-2009 49

Fuel Switch 22% 2012-2020 345

Offsets 58% 2012-2020 888

Behavior Program ((2%)) 2007-2020 ((33))


11

Leverett Tow ers:Climate Neutral Portfolio at 2020

17%

3%

22%58%

ECMs

RETs

Fuel Sw itch

Offsets

Leverette Towers Financial Summary for Climate Neutrality

Financial CategoryNet present value

through 2020

Investments (Energy Conservation Measures, Onsite Renewable Energy, Fuel Switching, Behavior change)

($1,068,958)

Savings (Energy Conservation Measures, Fuel Switching, Behavior change) $1,142,947

Carbon Offset Purchases ($68,268)

TOTAL PROGRAM Net Present Value (12yr timeframe) $5,721

Cost Neutral Climate Neutral Building Case Study(Research provided by 2008 thesis student Debra Shepard ([email protected])

www.eere.energy.gov


http://www.eere.energy.gov/




Organizational Systems

Attributes of an Organization in Transformation

Leadership Deep & visible sustainability commitment, values/preserves trust, drives collaboration as well as individual performance, leverages influence & authority from bottom-up, horizontal, top-down

Governance Distributed ownership and engagement, drives continuous improvement, enables systemic reform

Management Structures Cross-departmental permeability, interdisciplinary collaboration, bottom-up and horizontal interactivity

Finance and Accounting Financial drivers for innovation and systems efficiency, rewards performance, drives collaboration

Capacity Building Empowered workforce that is engaged in life long learning, broad engagement in implementation cycles for continuous testing and learning

Knowledge Effective prioritization, gathering and dissemination of knowledge

Sustainability Viewed as Requiring a Change Management Function

Change management team embedded with senior report and organization-wide connectivity with the capacity to undertake all core change management functions for sustainability

attributes of Transformation

Produced by Leith Sharp

Leadership From Us

TRUST

AuthorityTransaction

Three Types of Relationship Models

in Organizations

Reference: Professor Karen Stephenson, http://www.netform.com

Trust is the Fuel of Transformation

Relationships provide a Powerful Force for Change

0 1

1 Year 9 2 Years 81 3 Years 729 4 Years 6,561 5 Years 59,049

If the average person can change the thinking of 3 people they have a relationship with over a period of 6 months and each of these people go on to do the same….

Full Process = 3 months of constant facilitation by change managers

Vendor

Sales RepTechnician

School

Finance Mgr (capital budget)Finance Mgr (operating budget)

Facility DirectorBuilding Manager (Superintendent)

House Master

House occupants (students)REP coordinator (student)

Maintenance crew

Univ. Ops

12

3

4

5

67

8

910

1112

13

14

15

16

1718

19

20

Simple Light Bulb Changing Project at Harvard University

Green Campus

Loan FundMy staff

Barriers: Time + Capital + Policy + Training/Education + Values + Service/product

Interdependence Case Study: Changing Light bulbs at Harvard

Rate of Growth re: Number of Green Building Projects on Harvard Campus

Extensive Change Management Process Used to Foster Organizational Conditions Necessary for Wide Scale Engagement, Innovation, Learning,

Leadership and Commitment

Interdependence Case Study: Green Buildings at Harvard

Engage Executive Leaders to Formalize Commitment

Streamlining and Reforming processes

Engage & Develop Capacities

Address Finance & Accounting Issues

Change Attitudes

Pilot Projects & Expand

2001 2002 2003 2004 2005 2006 2007 2008 2009 2011

5 12 163 4 50+ 23

5 12 163 4 50+ 23 80+

The Leverage Principle: Even the biggest ships can be turned by a small force if it is directed at the point of maximum leverage.

Where is the Leverage?

Build trust with allies & champions

Engage in 2-way educational exchange Propose trial

projects

Establish business plan and financing mechanism

Identify service needs and cost

savings

Leverage new confidence, networks &

capacities for larger projects

Understand basic organizational characteristics: Power, money,

decision-making

Systems Developer

Advocate, psychologist & educator

Entrepreneur & business builder

Content expert in green building, transportation etc

Project manager

Leverage allies to back ideasProblem Set:

InformationTechnology & Design

Politics & PowerOrganizational Limitations

Cognitive Limitations

The Role of the Sustainability Practitioner

Politician & experienced administrator

StrategistPromote success

and extract all lessons

Institutionalize new practice: standards,

reporting requirements

Implement project

Build staff capacities to implement new practices

I am fully engaged in working on my part of the solution in

every way possible!

Stable experiences of innovation and success

Context of institutional commitment and management support

Peer to peer interactions

Rewards, incentives and recognition

Removal of barriers and disincentives

Proper inclusion in decision-making processes

Ongoing training and opportunities to learn

Access to expertise

Over time we can build an organizational context to empower the full potential of people as change

agents…………

Produced by Leith Sharp

Leadership Across the Institution

Our organizations are limited in their capacity for rationality but they do still have patterns, rules and incentives that can be understood.

Organizations are severely limited in their capacity to behave rationally due to inherent characteristics such as:

• complexity,

• limited capacities to calculate all parameters,

• the tendency towards ‘satisfycing’,

• fragmentation of problem and solution elements,

• limited organizational repertoires,

• shifting coalitions,

• shortages of time and attention,

• quasi resolutions to conflict and

• uncertainty avoidance.

(Simon and March 1986)

Said another way, institutions like universities are generally ‘plagued with goal ambiguity and conflict, with poorly understood problems that wander in and out of the system, with a variable environment and decision-makers with other things on their minds’.

Michael D. Cohen and James G. March. Leadership and Ambiguity – The American College President. 2nd Edition. Harvard Business School Press.

We Need to Make Change Easier: We Need to Know How our Organizations Really Work

In large organizations most daily operations have become a habit, no longer done with awareness, no longer examined for the true

costs/benefit.

This is why READY, FIRE, AIM can be the right sequence in the early

stages of catalyzing change.

5% of what the individual does is consciously processed

We Need to Make Change Easier: Like our own minds our organizations are largely unconscious. They will

are revealed to us largely through the change process.

The educational theorist Kent den Heyer proposes that we have a tendency to believe that it is through the

heroic efforts of individuals that real change occurs.

This assumption can lead to a feeling of helplessness on the part of many people confronting enormous issues

such as the global environmental imperative.

Will Our Great Leaders Save Us?

To assist with moving us beyond our paralysis, Heyer encourages us to learn from historical social change movements and to understand the innate complexity of social change, the diversity of change agency roles and the unpredictable and powerful interactions of a significant number of forces.

Heyer offers “a socially distributed interpretation of agency better suited to the modest zones of influence in which most people live.”Historical agency for Social Change: Something more than “Symbolic Empowermnet (2003)

Will Our Great Leaders Save Us?

CONFIDENCE & CAPACITY•Evidence•Confidence•Business base for green projects

AUTHORITY•Legitimacy•Priority•Mood/culture•Goals

MANAGEMENT•Green building standards•Green purchasing contracts•Green training programs

Middle Management

Top Level Leadership

Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc

Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs

Harvard’s Green Campus Initiative 2000-2008 Different Kinds of Leadership

CONFIDENCE & CAPACITY•Evidence•Confidence•Business base re:green projects

AUTHORITY•Legitimacy•Priority•Mood/culture•Goals

MANAGEMENT•Green building standards•Green purchasing contracts•Green training programs

Middle Management

Top Level Leadership

Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc

Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs

Leadership Is More Like a System or Cycle Than a Linear Process

Change Management

- Goals- Priorities- Accountability

- Governance structures that enhance horizontal & bottom up engagement- Finance and accounting systems that enable savings and reinvestment- Sustainability staffing (change management professional)- Organizational training and capacity building- Culture of Trust and Engagement

- Develop confidence and capacities- Prove functionality and Enable expansion- Inform Direction and Systemic Reform

Executive

Middle Management

Grass Roots

Towards Sustainability

Formalize the Design of Governance Based on the Larger Leadership System

Direction

Systemic Reform and Continuous Improvement

Momentum: Pilot Projects/Case studies

Green Office Program

Harvard Office For

Sustainability

Frameworks of Engagement for Wide Scale Ownership and Progression: Democratizing Leadership

Harvard Green Lab Certification

Frameworks of Engagement for Wide Scale Ownership and Progression: Democratizing Leadership

Transformation Insight:

Systems LeadershipAt the heart of the systems leadership is the belief that the

relationship between individuals has its own emergent, creative potential beyond that of the individual people or components

involved.

Systems leadership involves leading and participating with a commitment to cultivate, explore and utilize the emergent

potential of the relationships involved.

The art of effective change agency must involve a systems leadership approach.

Leadership Within Groups/Project Leadership

Designer

Contractor

Supplier

Owner

www.aangepastbouwen.nl

www.hansa-klima.de

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Traditional Design

Process Understand the Team

Gre

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Project

Team

Owner

Supplier Contractor

Designer

Integrated Design

Process Understand the TeamIntegrated Design Requires an

Integrated Team

Optimizing Individuals and Relationships

Conventional Approach to Engagement

Integrated Process of Engagement

Involves team members only when essential Inclusive from the outset

Less time, energy, and collaboration exhibited in early stages

Front-loaded — time and energy invested early

More decisions made by fewer people Decisions influenced by broad team

Linear process Iterative process

Systems often considered in isolation Whole-systems thinking

Limited to constrained optimization Allows for full optimization

Diminished opportunity for synergies Seeks synergies

Emphasis on up-front costs Life-cycle costing

Typically finished when construction iscomplete

Process continues through post-occupancy

Source: ‘Roadmap for the Integrated Design Process’. Prepared Busby Perkins+Will, Stantec Consulting

Most people believe that humans are innately averse to change. This is not true. A more accurate assessment is that people have an aversion to instability and risk and

they assume that change equals instability and risk.

People are actually invigorated by change when it occurs with adequate stability and low risk.

The most common source of unanticipated instability/risk is the failure to address interdependence. In other words ignoring the system and focusing only on certain

parts.

We Need to Make Change Easier

http://web.mit.edu/press/2010/collective-intel.html

“When it comes to intelligence, the whole can indeed be greater than the sum of its parts. A new study co-authored by MIT, Carnegie Mellon University, and Union College researchers documents the existence of collective intelligence among groups of people who cooperate well, showing that such intelligence extends beyond the cognitive abilities of the groups’ individual members….

They discovered that groups featuring the right kind of internal dynamics perform well on a wide range of assignments, a finding with potential applications for businesses & other organizations.”

Group Intelligence Will Matter More in the Green Economy Than Individual Intelligence

http://web.mit.edu/press/2010/collective-intel.html

Three key factors that enhance group intelligence:

1. Groups whose members had higher levels of "social sensitivity" were more collectively intelligent. “Social sensitivity has to do with how well group members perceive each other's emotions,” says Christopher Chabris, a co-author and assistant professor of psychology at Union College in New York. 2. In groups where one person dominated, the group was less collectively intelligent than in groups where the conversational turns were more evenly distributed," adds Woolley.

3. And teams containing more women demonstrated greater social sensitivity and in turn greater collective intelligence compared to teams containing fewer women.

Group Intelligence Will Matter More in the Green Economy Than Individual Intelligence

Leadership From the Top. Principles, Sign Declarations, Mission Statements Common Evolution for Executive Commitment.

Documents

organization slide

executive commitment

leith sharp slide

sustainability planning

executive teams

sign declarations

executive decisionmaking

energy costs