Leading Change for Sustainability: Oct 2013

© 2010 AtKisson Inc. www.AtKisson.com isisacademy.com © AtKisson, Inc.

Leading Change for Sustainability

Net Impact Bangkok Professional Chapter monthly meeting 17th October 2013,

Robert Steele Director – Systainability Asia

Senior Associate – AtKisson Group


For the Context of this talk . . . “Sustainability” means …

A set of conditions and trends in a given system that can continue indefinitely.

Definitions


And . . . “Sustainable Development” means …

A managed process of continuous innovation and

systemic change in the direction of sustainability.

Definitions


The “World System” is Changing With Alarming Speed The world is undergoing a profound transformation, driven by the success of

human science, technology, industry and social organisation.

Source: http://anthropocene.info


We are Beyond the “Planetary Boundaries” • Human activity has already

pushed nature beyond its sustainability “safe zone” on a global scale in three areas: biodiversity loss, climate change, and disruptions to the Earth’s nutrient cycle (nitrogen)

• We are also on the way to crossing the boundaries of sustainability in ocean acidification, land use, and fresh water use

The green circle is the “safe zone”

Source: Rockström et al., “A Safe Operating Space for Humanity,” Nature, 21 Sept 2009

Red indicates how far we have pushed Earth’s systems


Most of our society and our companies & organisations are like the boiling frog


The Time of

Our Lives

The Hope Graph Visualizing the Sustainability Transformation

Unsustainable Technologies & Practices

2000 2040

Objective: Strive to PUSH this point forward and up

... implement Sustainability FASTER ...

... and REDUCE the amount of loss and damage

1960 1920 1880

A Symbolic Representation

Fossil fuel use

Pollution

Destruction of natural habitat

Poverty gap

Transformation Point

Sustainable Technologies & Practices

Renewables

Conservation

Empowerment

Innovation

Awareness


Cassandra’s Dilemma

If you make a predication that warns of future catastrophe, and people take action to prevent it, then you have succeeded . . . but you are perceived to have been wrong.

Solution: Work for System Transformation based on a positive vision of the future (not a catastrophic one) . . . then more people will be apt to listen, and you will not be discredited.

If you make a prediction that warns of future catastrophe, and nobody believes you, and then catastrophe occurs, you’re proven right . . . but you have failed in your mission.


The Time of

Our Lives

The Role of the Change Agent

2000 2040 1960 1920 1880

Sustainable Technologies & Practices

Renewables

Conservation

Empowerment

Innovation

Awareness

Transformation Point

Promoting the Sustainability Transformation


Behavioural Approach to Cultural Transformation

Unsustainable Corporate Culture

Old Behaviors and habits

Old Norms and Values

Old Assumptions and Beliefs

Sustainable Corporate Culture

New Behaviours and habits

New Norms and Values

New Assumptions and Beliefs

1

2

3


Seven Step Sustainability Change Process

Step 1 Wake up and Decide

Step 2 Inspire Shared Vision(s)

Step 3 Assess Current Realities

Step 4 Develop Strategies

Step 5 Build the Case(s) for Change

Step 6 Mobilize Commitment

Step 7 Embed and Align


Starting with the End in Mind

Source: The Natural Step: http://www.meridahome.com/blog/the-natural-step/

http://www.meridahome.com/blog/the-natural-step/











USING LEVERAGE POINTS FOR ACTION IN YOUR CIRCLE OF INFLUENCE

Key Executives Leverage Points for Action

Circle of Concern

Circle of

Control

Circle of Influence

Sustainability Vision

Source: Willard, B. The Sustainability Champion’s Guidebook, 2009.










Leadership Practices for Sustainability

Change


Leadership Practices for Sustainability

1. Get Credible, Stay Credible 2. Dialogue 3. Collaborate, Educate and Network 4. Meet them where they are 5. Piggyback on existing initiatives 6. Influence the influencers 7. Practice “Planful” Opportunism



Get Credible, Stay Credible

Personal Level TRUSTWORTHINESS: Character and Competence

Interpersonal Level TRUST between trustworthy people

Managerial Level EMPOWERMENT of trusted people

Organisational Level ALIGNMENT of visions, values and systems



Use Dialogue that Balances Advocacy and Inquiry

Telling Asserting Explaining

Dialogue Exploring each other’s

assumptions to generate meaning (active listening)

Observing Presenscing

Sensing Bystanding

Asking Clarifying

Interviewing

High

High Low

Advocacy

Inquiry



Collaborate, Educate and Network with Others . . Internal and External

Senior Executive Network

or Leadership

Your Peers and Inner Circle

Networks in other departments

Your Company / Organisation

Government Agency

Suppliers

NGOs

Customers

Community

International Organisations


Meet them where they are When talking to… • … Sales Manager start talking about revenue streams for creatively

breaking into underserved markets at the bottom of the pyramid (BOP) of the world’s population or potential top-line revenues increases from enhanced sustainability reputation and offerings.

• … HR Manager lead with a description of how the company’s improved CSR image will help recruit the top talent, reduce attrition of key people, and motivate company employees to be their best.

• … Production or Manufacturing Managers, the best hook maybe your explanation of how sustainability will secure raw materials, energy or water supply; achieve eco-efficiency, or help them with their increasing accountability for environmental and social impacts in the supply chain (e.g. ISO 14000, ISO 9000)

• Finance Managers, emphasize overall bottom line benefits and institutional investors’ and bankers’ awakened interest in how the company is addressing its sustainability related risks.


Piggy Back on Existing Initiative

Environment, Health & Safety

Total Quality Management (TQM)

Six Sigma

Balanced Scorecard

Lean Manufacturing

Community Relations / CSR

Philanthropy (Community Contributions)

ISO certification (e.g. 9000, 14000)

Diversity Programs


The “Critical Characteristics” of Getting New Ideas Adopted

(1) PERCEIVED RELATIVE ADVANTAGE (2) RELATIVE SIMPLICITY (3) LEVEL OF OBSERVABILITY (4) TRIALABILITY (5) COMPATIBILITY WITH EXISTING SYSTEM

Source: Everett Rogers, “Diffusion of Innovations,” 1962, Revised 1995, 2006, Free Press


Influence the Influencers

Ineffective Approach Effective Approach

Senior Executive

Senior Executive

No!

Yes!

Influencer (Transformer)

Yes!


Practice Planful Opportunism


Some Practical Tools for Effective Change Agentry in Accelerating Sustainability


The Accelerator Tools: Applying the ISIS Method

PYRAMID COMPASS

AMOEBA STRATESPHERE

Indicators Assessment

Stakeholders

Training Planning

Teambuilding

Change Innovation

Cultural Shift

Strategic Plan Implementation

Monitor Progress


The Sustainability Compass

• Simple, intuitive, attractive

• Rests on a solid base of sustainability theory

• Organizes stakeholders, indicators, and management systems

• Assures full systemic coverage of sustainability


The Compass as a Tool for Systems Thinking

Environmental Impacts

Resource Use & Waste

Ecosystem Integrity

Efficiency & Productivity

Financial Aspects

Work, Jobs, Incentives

Rights, Laws & Justice Culture &

Institutions

Social Trust & Public Safety

Personal Health & Happiness

Self-Development Opportunities

Families & Relationships

It helps us think about issues from many different perspectives


The ISIS Method

INDICATORS: Assess where you are, and where you are headed

Action

Strategy

Innovation

Systems Analysis

Indicators and Information

SYSTEMS: Figure out why you are headed there, and where you can effectively change direction

STRATEGY: Plan how to succeed in making change

INNOVATION: Identify what changes to make for sustainability

Then commit to ...


• Map cultural systems

• Identify the points of leverage

• Develop diffusion strategies

• Make sustainability ideas and initiatives more attractive

• Train the “Change Agents”

Amoeba Role-Playing Training Game and Planning Tool


INNOVATION

CHANGE AGENTS

INNOVATORS

TRANSFORMERS

MAINSTREAMERS

LAGGARDS

REACTIONARIES

ICONOCLASTS

CONTROLLERS CURMUDGEONS

SPIRITUAL RECLUSES

T

CA

M M

M

M

M

M

M

M

M

L

L

L

< R

< R

The Amoeba of Cultural Change

© AtKisson, Inc.

I >

I >


• Go from ideas to fully developed strategic plans

• Clarify your underlying “Theory of Change”

• Evaluate strategic capacity

• Identify strategic niches

StrateSphere Tools and Templates for Formal Planning


Some additional Secrets of Leading Change

1. Invitation

2. Volunteering

3. Facilitation

4. Simplification

5. Creativity

6. Patience

7. Do NOT seek power


SYSTAINABILITY ASIA / ATKISSON GROUP www.atkisson.com

www.systainabilityasia.com

[email protected]

http://www.systainabilityasia.com/


Current And Past Clients Include: Levi Strauss & Co. • Ernst & Young • Nike • Baltic 21 (the 11 nations of Northern Europe) • European Sustainable Development Network • Brother, Inc. (Japan) • Earth Charter International • Swedish SIDA’s Advanced International Training Programs • United Nations Division for Sustainable Development Egyptian National Competitiveness Council • Government of Singapore • Greater New Orleans, Inc. • SEIYU (Japan) • SERDP - Strategic Environmental Research & Development Program (US Government) • Seliger Forum 2010 (Russia) • Sustainable Fashion Academy • States of Queensland, Victoria, NSW, and South Australia • Stockholm County • Sustainable Seattle • Heinz Endowments • Toyota • UNEP • UNDP • Nile Basin Initiative • Bank of Indonesia • Volvo Cars

A global network dedicated to sustainability strategy learning, and inspiration

Global Affiliate and Associate Network

http://isisacademy.com

http://www.atkisson.com/


Introduction and Basic Workshop Slides begin on Slide 6

Pyramid 2030 A global workshop campaign for sustainable development http://pyramid2030.org


Pyramid 2030 is organized by the AtKisson Group, a global network of sustainability consultants, trainers, educators, facilitators and communicators. Pyramid 2030 is a volunteer activity whose purpose is to spread engagement and interest in sustainability, and to build awareness of important UN processes such as the Sustainable Development Goals. Atkisson.com isisacademy.com compasseducation.org

How is Pyramid 2030 organized?


Questions? Comments? Reflections!

?

? !

!

! ?

? !

Leading Change for Sustainability: Oct 2013

Education

beliefs atkisson

change step

boiling frog atkisson

strategies step

natural step

fresh water use atkisson

boundaries of sustainability

current realities step