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Tension and Change.

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Presentation on theme: "Tension and Change."— Presentation transcript:

1 Tension and Change

2 Vision Tension The core emotional burden of facing the facts

3 Earth Systems Ecosystems and Species Extinction &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

4 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

5 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?

6 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.

7 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

8 Conceptual and stylised representation of waves of innovation Source: TNEP (2005) Market Innovation (Technology, Products & Services)

9 Climate Action Greenhouse 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 Sector Vehicle GHG Emissions Standards (17 states) Mandates and Incentives Promoting Biofuels (39 states) VMT-Related Policies and Incentives Low Carbon Fuel Standard Medium- and Heavy-Duty Vehicle Policies Plug-in Electric Vehicles Energy Sector Public 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 Sector Residential 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)

10 Greater Demand for Existing Occupations Re-Training Existing Occupations New and Emerging Green Job Training Green Jobs (Re-training existing, creating new green jobs) State Green Jobs as % of all Private and Public Sector Employment California3.4% Northern California8.1% Oregon (Private only) 3.0% Michigan3.0% Washington State3.3%

11 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?

12 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

13 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

14 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

15 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?

16 Earth Systems Ecosystems and Species Extinction &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

17 Earth Systems Infrastructure Systems Ecosystems and Species Extinction &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

18 Earth Systems Infrastructure Systems Organizational Systems Ecosystems and Species Extinction &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

19 Earth Systems Infrastructure Systems Organizational Systems Individual System Ecosystems and Species Extinction &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

20 Earth Systems Infrastructure Systems Organizational Systems Individual System Ecosystems and Species Extinction &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

21 Earth Systems Infrastructure Systems Organizational Systems Individual System Ecosystems and Species Extinction &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

22 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

23 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.

24 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).

25 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

26 Full Process = 3 months of constant facilitation by change managers Vendor Sales Rep Technician School Finance Mgr (capital budget) Finance Mgr (operating budget) Facility Director Building Manager (Superintendent) House Master House occupants (students) REP coordinator (student) Maintenance crew Univ. Ops Simple Light Bulb Changing Project at Harvard University Green Campus Loan Fund My staff Barriers: Time + Capital + Policy + Training/Education + Values + Service/product Interdependence Case Study: Changing Light bulbs at Harvard

27 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

28 28 Letting go of Control and Taking up the Role of Midwife

29 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

30 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

31 A wakening P ioneering Transformation Change Management Progression for Organizations Produced by Leith Sharp in collaboration with Julie Newman

32 Awakening

33 Defining A wakening Awakening phase puts sustainability on the agenda for the organization. Produced by Leith Sharp in collaboration with Julie Newman

34 = = awakeningawakening This stage is about campus sustainability being moved onto the organizations 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 A wakening Produced by Leith Sharp in collaboration with Julie Newman

35 = = awakeningawakening Transitioning A wakening 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

36 Pioneering

37 awakeningawakening 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 arenas of organizational life. It is largely about improving procedures within the existing organizational framework. Produced by Leith Sharp in collaboration with Julie Newman

38 awakeningawakening 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

39 awakeningawakening 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

40 = = awakeningawakening 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

41 Organizational Systems Attributes of an Organization in Transformation LeadershipDeep & visible sustainability commitment, values/preserves trust, drives collaboration as well as individual performance, leverages influence & authority from bottom-up, horizontal, top-down GovernanceDistributed ownership and engagement, drives continuous improvement, enables systemic reform Management StructuresCross-departmental permeability, interdisciplinary collaboration, bottom-up and horizontal interactivity Finance and AccountingFinancial drivers for innovation and systems efficiency, rewards performance, drives collaboration Capacity BuildingEmpowered workforce that is engaged in life long learning, broad engagement in implementation cycles for continuous testing and learning KnowledgeEffective 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

42

43 Integrated Design Requires an Integrated Team

44 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.

45 Earth Systems Infrastructure Systems Organizational Systems Individual System Ecosystems and Species Extinction &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?

46 Earth Systems Infrastructure Systems Organizational Systems Individual System Ecosystems and Species Extinction &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?

47 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?

48 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

49 Building NameLeverett Towers F & G DepartmentFaculty of Arts and Sciences DescriptionComplex of 2 11-story towers AgeBuilt 1959; renovations every 4 years Size121,697 square feet Occupancy158 suites, 20 tutor apartments; 300 residents DemographicsUndergraduates, graduate tutors Lease formatAcademic year appointments; temporary summer housing Building systems and utilities Heat/ventilation: Steam to forced air and radiant heat; Hot water: steam Air conditioning: window units Electricity: tutor kitchenette appliances Natural gas: dryers ( only) 2006 GHG emissions1537 MTCDE Integration Design and Systems Thinking Can Help Us Solve the Big Problems

50 Cost Neutral Climate Neutral Building Case Study Leverett Towers Investment Summary Component % of Energy Portfolio Investment Period MTCDE/yr Energy Conservation Measures17% Renewable Energy Technology (onsite)3% Fuel Switch22% Offsets58% Behavior Program((2%)) ((33)) Integration Design and Systems Thinking Can Help Us Solve the Big Problems

51 51 Leverette Towers Financial Summary for Climate Neutrality Financial Category Net 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.e nergy. gov Business Modeling for Cost Neutral Climate Neutrality

52 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

53 Green Campus Loan Fund: $12 million interest-free capital for conservation projects Existing BuildingsNew 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 projects 27+% average return on investment Harvards Green Campus Initiative 2000 Onwards Green Campus Loan Fund

54 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

55 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

56 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

57 Earth Systems Infrastructure Systems Organizational SystemsIndividual 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

58 Earth Systems Infrastructure SystemsOrganizational 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?)

59 Modes for Professional Development (how can we access this) Modes Better promotion existing courses/resources (Harvard extension school – shorten if possible) Regional sustainability professional development workshops Formal mentorship and/or buddy system programs/systems Intensive workshops for targeted dilemmas (small groups, intensive, long) Webinars – practitioners sharing best practices, perhaps organized by institutional types, different regions Core insights, frameworks Practice learning opportunities Visiting scholars program – we go for a term to work on other campuses Engaging other experts from other professional arenas/tiers to help train us Characteristics: 2-3 hours/wk – up to 10 weeks $500ish Travel – keep to minimum Understanding that face to face is a foundation for online/virtual County/regional wide – build regional networks/relationships. Campus based days We need to develop an easy way to host regional meetings – recipe/resource/expertise (could use dilemmas from host institution)


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