[email protected] [email protected] tension and change
TRANSCRIPT
[email protected]@gmail.com
Tension and Change
Vision Tension
• The core emotional burden of facing the facts
Earth Systems
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Vision Tension
• The core emotional burden of facing the facts• The internal tension of having a larger vision
that exists in stark contrast to reality
Therefore our organizations must develop a greater capacity for change and the related processes of continuous improvement and
organizational transformation.
The global environmental imperative requires us to change the way in which we do almost everything. The end goal, environmental sustainability, is a moving target.
What is the Unique Leadership Challenge Posed by The
Environmental Imperative?
Philosophically speaking our core shift is to attend to what is between. To attend to the context in which individual elements interact. To tap the power of the generative capacity in the relationship between individual elements.
To assume that the individual element is not fixed in its capacity or fully known in isolation. To embrace the emergent source that exists between individual elements and between systems.
As a profession we are perhaps being called upon to midwife an awakening of the power and possibility that lies between all the people and processes that we have heretofore structured into isolation and fragmentation in the mistaken pursuit of mastery over.
Perhaps a large part of our destiny is to help ourselves and others to grow back into the humbling life of ‘relationship with’ in place of ‘mastery over’. There is a joy in this reunion, some part of us hungers for it – we have this going for us right from the beginning.
Vision Tension
• The core emotional burden of facing the facts• The internal tension of having a larger vision
that exists in stark contrast to reality• The internal tension of framing vision into
components and selling points without losing the bigger and deeper vision
Conceptual and stylised representation of waves of innovationSource: TNEP (2005)
Market Innovation (Technology, Products & Services)
Climate ActionGreenhouse Gas Emissions Targets (20 states)Emissions Caps for Electricity (16 states)Climate Action Plans (36 states)Active Climate Legislative Commissions and Executive Branch Advisory Groups (23 states)Regional Initiatives (32 states)GHG Reporting and Registries (41 states)
Transportation SectorVehicle GHG Emissions Standards (17 states)Mandates and Incentives Promoting Biofuels (39 states)VMT-Related Policies and IncentivesLow Carbon Fuel StandardMedium- and Heavy-Duty Vehicle PoliciesPlug-in Electric Vehicles
Energy SectorPublic Benefit Funds (20 states)Renewable & Alternative Energy Portfolio Standards (33 states)Net Metering Programs (52 states)Green Pricing Programs (12 states)Energy Efficiency Resource Standards (21 states)Financial Incentives for Carbon Capture & Storage (16 states)
Building SectorResidential Building Energy Codes (38 states)Commercial Building Energy Codes (37 states)Green Building Standards for State Buildings (29 states)Property Assessed Clean Energy (PACE) Programs….?
Policy and Regulation (State, Local and Institutional)
Green Jobs (Re-training existing, creating new green jobs)
State Green Jobs as % of all Private and
Public Sector Employment
California 3.4%
Northern California 8.1%
Oregon (Private only) 3.0%
Michigan 3.0%
Washington State 3.3%
Over time we have removed our senses further and further from the natural world. As we have left our sensual connection to the natural world, as individuals,
communities and society – we have cut ourselves adrift from any feedback as to the effects of our choices.
We have fallen out of relationship with the natural world and as a result almost every natural life support system is now in decline.
Our core journey is a journey back into relationship with our living planet, with each other and with ourselves.
What is our “True North”, the direction in which we can keep resetting our compass as we travail the disorienting landscape
along the path of change?
Tensions of Working in Complex Systems
• The scale of the task ahead, the enormous complexity of our organizations/communities and the relative lack of formal power and resourcing we have
Tensions of Working in Complex Systems
• The scale of the task ahead, the enormous complexity of our organizations/communities and the relative lack of formal power and resourcing we have
• The emerging identity of our profession, the expectations of others
Tensions of Working in Complex Systems
• The scale of the task ahead, the enormous complexity of our organizations/communities and the relative lack of formal power and resourcing we have
• The emerging identity of our profession, the expectations of others
• Orienting ourselves to a diverse and ever changing array of personalities, agendas, power dynamics
Seeing Our Role More Clearly
• There is a degree of ongoing disorientation, feeling torn, feeling unclear about where the leverage is and generally feeling overwhelmed
• Can we start developing more mental models (and continuously improving these) that will give us a greater conscious grasp of the landscape up front?
Earth Systems
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Earth Systems
Infrastructure Systems
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Earth Systems
Infrastructure Systems
Organizational Systems
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Leadership
Culture
Finance & Accounting
Management Structures
Policy Instruments
Information Systems
Procurement systems
Decision Making Processes
Human resources
Planning Processes
Regulatory, Market,& Community Context
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Leadership
Culture
Finance & Accounting
Management Structures
Policy Instruments
Information Systems
Procurement systems
Decision Making Processes
Human resources
Planning Processes
Regulatory, Market,& Community Context
Values
Spirituality/Meaning
Family
Financial Goals
Culture/Community
Social Connections
Status
Occupation
Skills/Abilities
Health
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Leadership
Culture
Finance & Accounting
Management Structures
Policy Instruments
Information Systems
Procurement systems
Decision Making Processes
Human resources
Planning Processes
Regulatory, Market,& Community Context
Values
Spirituality/Meaning
Family
Financial Goals
Culture/Community
Social Connections
Status
Occupation
Skills/Abilities
Health
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Leadership
Culture
Finance & Accounting
Management Structures
Policy Instruments
Information Systems
Procurement systems
Decision Making Processes
Human resources
Planning Processes
Regulatory, Market,& Community Context
Values
Spirituality/Meaning
Family
Financial Goals
Culture/Community
Social Connections
Status
Occupation
Skills/Abilities
Health
A lot of tension emerges from the
interdependence of these spheres
Our organizations are limited in their capacity for rationality but they do still have patterns, rules and incentives that can
be understood.
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.
Tensions of Discovering How our Organizations Really Work
• Dealing with the Image of Rationality, Hierarchy and Linear Decision-Making and the reality of how our organizations actually work
• Recovering from the blame that is coming your way.• Walking the line between being honest, transparent
and principled – and doing what you need to do to get progress and break through hierarchical gridlock (or other institutional barriers).
Interdependence between: Professional, departments, groups & organizations Capital, Finance & Accounting Leadership Technology, products & Services Information Capacity Building/Education Values and Culture Policy and more….
The Great Challenge for ahead will be Navigating Interdependence in a Fragmented Organization &
Society
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+
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Letting go of Control and Taking up the Role of Midwife
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
Awakening
Pioneering
Transformation
Change Management Progression for Organizations
Produced by Leith Sharp in collaboration with Julie Newman
Awakening
Defining Awakening
Awakening phase puts sustainability on the agenda for the organization.
Produced by Leith Sharp in collaboration with Julie Newman
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awakening
•This stage is about campus sustainability being moved onto the organization’s agenda but with a low level of understanding as to what it actually means or requires from the institution
•There are a small number of early champions pushing forward often in a voluntary capacity (not part of their real job)
•Some little victories help to break through the initial inertia with some early project and program successes and the numbers of people vocalizing support grows
•It might eventually produce enough commitment to fund a sustainability professional to help organize and coordinate efforts
Attributes of Awakening
Produced by Leith Sharp in collaboration with Julie Newman
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awakening
Transitioning Awakening
The organization is ready to move into the PIONEERING phase when a threshold of top level commitment, dedicated sustainability staff and engaged champions has been reached
Produced by Leith Sharp in collaboration with Julie Newman
Pioneering
awakening
Defining Pioneering
The Pioneering phase is when the institution is experiencing an acceleration of pilot projects and new initiatives . The institution is now working at the frontier, exploring how much change it can institute and how quickly. The work involves integrating sustainability into the small and large arena’s of organizational life. It is largely about improving procedures within the existing organizational framework.
Produced by Leith Sharp in collaboration with Julie Newman
awakening
attributes of
Pioneering•Proliferation of projects and programs across the campus
•Significant expansion of active engagement across the campus
•Development of new capacities, attitudinal shifts and confidence.
•The above three factors makes it possible to drive new formal commitments, goals, policies and standards which in turn accelerate engagement across the institution
•The sustainability staff are spending more time coordinating and supporting the leadership of others than advocating and cajoling.
•The sustainability related governance structure of the institution is further developed to formalize leadership and engagement in sustainability decision-making
•The organization is able to integrate a variety of new practices and procedures into existing organizational systems and structures. There is no real shift in power nor is there any process reform.
Produced by Leith Sharp in collaboration with Julie Newman
awakening
Transitioning
Pioneering
At a certain point the organization begins to reach a plateau whereby the capacity of the existing organizational systems and structures to integrate new practices is tapped out. Pressing for additional progress begins to reveal deeper institutional limitations, barriers and resistance.
At this stage we must positioning the organization to move into the TRANSFORMATION phase – by gaining enough formal power, leveraging leadership, fostering understanding of necessity for reform, building capacities to support the reform.
Produced by Leith Sharp in collaboration with Julie Newman
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awakening
Defining Transformation
An institution is in the Transformation stage of the cycle when sustainability
has become a central organizing principle that is leading to deep
organizational reforms.
The Pioneering stage was focused on integrating sustainability into the existing
power structures, decision making processes and organizational systems.
Transformation involves reforming these structures, processes and systems in
order to better enable sustainability to be achieved.
Produced by Leith Sharp in collaboration with Julie Newman
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
Designer
Contractor
Supplier
Owner
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www.hansa-klima.de
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Traditional Design
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Project
Team
Owner
Supplier Contractor
Designer
Integrated Design
Process Understand the TeamIntegrated Design Requires
an Integrated Team
What standard will we answer to as a new profession?
Is it enough to justify the existence of our profession?Is it enough to get our institutions into the latest top ‘green’ ratings?Is it enough to look good on our websites and to our students and alumni?
Just these battles are hard won, exhausting and humbling. To look beyond the relative comfort and rewards of these achievements will take something deep from within enough of us.
There may be just a window of time in which we build this depth into the foundation of our professional identity. We should ask ourselves these questions alone and together in the coming months/years.
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Energy supply & distribution
Material supply & disposal
Food Supply
Water supply & disposal
Building construction
Building operations
Transportation
Landscaping
Leadership
Culture
Finance & Accounting
Management Structures
Policy Instruments
Information Systems
Procurement systems
Decision Making Processes
Human resources
Planning Processes
Regulatory, Market,& Community Context
Values
Spirituality/Meaning
Family
Financial Goals
Culture/Community
Social Connections
Status
Occupation
Skills/Abilities
Health
Examples of how the 3 systems are
interdependent?
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and SpeciesExtinction &toxicity
Climate systems Disturbance
Atmospheric systems Ozone depletion, pollution
Oceanic systems Disturbance to sea levels,
temperatures and currents, sea life depletion
Geological and Soil systems Desertification, land pollution, mineral & resource depletion,
depletion of soil quality, toxicity
Hydrological systems Water pollution & scarcity
Nutrient systems Disturbance of nutrient flows,
toxicity
Provide information, examples and support
pilots of new technologies, practices
and products
Leverage peer to peer influence to prove
viability
Work to gain leadership Goals/Commitments
Sustainability Plan
Sustainability staff
Training existing staff
Social marketing and behavior change
Relationships
Empathic connection
Inclusion
Trust
Recognition
Peer to peer modeling
Ownership and shared determination
What are we already doing in these 3 system
spheres?
Earth Systems
Infrastructure Systems
Organizational Systems
Individual System
Ecosystems and Species
Climate systems
Atmospheric systems
Oceanic systems
Geological and Soil systems
Hydrological systems
Nutrient systems
What traits might emerge at a university/college in a
sustainable relationship with our living planet?
Weld Hill Research Center Seeking LEED Gold Closed loop geothermal system for heating and cooling, ventilation rates for lab space
designed to 6 air changes per hour with night time set-back
Department: Arnold Arboretum
Building Type: Labs and Offices
Size: 45,000 square feet
Challenging conventional approaches to air change rates in laboratories
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
Integration Design and Systems Thinking Can Help Us Solve the Big Problems
Cost Neutral Climate Neutral Building Case Study
Leverett Towers Investment Summary
Component
% of Energy
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))
Integration Design and Systems Thinking Can Help Us Solve the Big Problems
51
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)
www.eere.energy.gov
Business Modeling for Cost Neutral Climate Neutrality
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
Green Campus Loan Fund:
$12 million interest-free capital for conservation projects
Existing Buildings New Construction
Full capital cost covered
5 year payback maximum
Simple payback used
Cost delta funded
10 year payback maximum
Lifecycle costing used
$14.5+ million lent since 2001
180+ projects
27+% average return on investment
Harvard’s Green Campus Initiative 2000 Onwards
Green Campus Loan Fund
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
A finance and accounting context that would energize green economic growth…..
Provide champions with timely access to funds for good paybacks
Allow for savings to be captured and reinvested
Share savings with the people making it possible
Provide seed funds for pilot projects
Consider the costs over the life of the project not just first cost
Savings exist within whole systems not just the parts
Transformation is about context
Produced by Leith Sharp
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
An organizational context to empower the full potential of people as change agents…………
Transformation is about context
Produced by Leith Sharp
Earth Systems
Infrastructure Systems
Organizational Systems Individual System
Scienctific, technical
knowledge
Picking the right focus
Engaging them in processes like AI and other democratizing
processes to gather input
Setting goals
Cost benefit analysis
Sales and communications
Research – market innovations
Benchmarking
Experimentation/piloting
Project management
Peer to peer
core relationship building (building trust and mutual
understanding, conflict mediation, having difficult
conversations)
Finding early champions, and determining who to focus your
relationship building on (and who to leave until later)
Learning a inventory of techniques for getting the middle majority to give
attention and become engaged/empowered
Creating some early victories,
Getting symbolic leadership signal of support and evolving that to fully
engaged executive leadership
Learn about the cultures (student, admin, faculty, other sub groupings)
Identify the influential people and build alliances.
Knowing your policy and regulatory environment and leveraging this to your
advantage
Campus sustainability planning process
Social marketing and behavior change programs
Active listening skills
Social technologies
Establishing mutual empathetic connections
How to maintain respect in the face of difference,
resistance
Understanding personalities
Authentic presence
Sustaining good will, trust
Appreciation and acknowledgement
Acknowledging our own biases/traits/strengths and
weaknesses
Earth Systems
Infrastructure Systems Organizational Systems Individual System
Scientific, technical
knowledge
Understanding what their job is
And acknowledge what they have done already and defusing tendency of feeling that we are
trying to tell them how to do their job
Tracking, metric, evaluation
Celebrating, giving credit
Elevating, giving a platform
Getting a seat at the table
Leverage points and organizational analysis, systems analysis, relationship and power
mapping
Great meeting planning/ management/facilitation
Social technology for engagement
Organization development & learning theory
Understanding org charts, informal power, who the listens to who, where are the
alliances – learning to conduct the voices
Learn about successful programs/a vocabulary of successful programs and
projects: eco rep programs, green office programs, green building programs, green
cleaning program
Learning how to manage student volunteers, staff etc
Leveraging student power/minimizing student risk
Leveraging faculty power and minimizing faculty risk
Learning from existing leadership development resources/programs
Understand the emerging executive leadership roles/demands/needs
Knowing thyself, manage thyself and continuously learn!
Defining some of the abstract words (what
is leadership?)
Modes for Professional Development (how can we access this)
ModesBetter promotion existing courses/resources (Harvard extension school – shorten if possible)Regional sustainability professional development workshopsFormal mentorship and/or buddy system programs/systemsIntensive workshops for targeted dilemmas (small groups, intensive, long)Webinars – practitioners sharing best practices, perhaps organized by institutional types, different regionsCore insights, frameworksPractice learning opportunitiesVisiting scholars program – we go for a term to work on other campusesEngaging other experts from other professional arenas/tiers to help train us
Characteristics:2-3 hours/wk – up to 10 weeks$500ishTravel – keep to minimumUnderstanding that face to face is a foundation for online/virtual County/regional wide – build regional networks/relationships. Campus based 1-1.5 daysWe need to develop an easy way to host regional meetings – recipe/resource/expertise (could use dilemmas from
host institution)