Principles, Sign Declarations, Mission Statements Common Evolution for Executive Commitment
Principles, Sign Declarations, Mission Statements Setting Goals, Integrating into Strategic Planning Processes. Some funding support Awakening Common Evolution for Executive Commitment
Principles, Sign Declarations, Mission Statements Setting Goals, Integrating into Strategic Planning Processes. Some funding support Integrate into Organizational Identity. Formalize responsibilities across executive teams, faculty and staff. Sustainability planning. Pioneering Awakening Common Evolution for Executive Commitment
Principles, Sign Declarations, Mission Statements Setting Goals, Integrating into Strategic Planning Processes. Some funding support 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. Common Evolution for Executive Commitment 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 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 (1990-2001 only) 2006 GHG emissions1537 MTCDE Business Modeling for Cost Neutral Climate Neutrality
Cost Neutral Climate Neutral Building Case Study Leverett Towers Investment Summary Component % of Portfolio Investment Period MTCDE/yr Energy Conservation Measures17%2007-2009255 Renewable Energy Technology (onsite)3%2007-200949 Fuel Switch22%2012-2020345 Offsets58%2012-2020888 Behavior Program((2%))2007-2020((33)) Business Modeling for Cost Neutral Climate Neutrality
11 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 (email@example.com ) www. eere.e nergy. gov Business Modeling for Cost Neutral Climate Neutrality
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
TRUST Authority Transaction 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 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 1 2 3 4 5 6 7 8 9 10 1112 13 14 15 16 17 18 19 20 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
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 1634 50+ 23 5 12 16 3 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 ideas Problem Set: Information Technology & Design Politics & Power Organizational Limitations Cognitive Limitations The Role of the Sustainability Practitioner Politician & experienced administrator Strategist Promote 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
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.
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 Roots Students, teachers, building managers, custodial staff, kitchen staff etc Harvards Green Campus Initiative A Business Model to Fund Green Collar Jobs Harvards 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 Roots Students, teachers, building managers, custodial staff, kitchen staff etc Harvards 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 Leadership Transformation Insight: Systems Leadership At 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.
Optimizing Individuals and Relationships Conventional Approach to Engagement Integrated Process of Engagement Involves team members only when essentialInclusive from the outset Less time, energy, and collaboration exhibited in early stages Front-loaded time and energy invested early More decisions made by fewer peopleDecisions influenced by broad team Linear processIterative process Systems often considered in isolationWhole-systems thinking Limited to constrained optimizationAllows for full optimization Diminished opportunity for synergiesSeeks synergies Emphasis on up-front costsLife-cycle costing Typically finished when construction is complete 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