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Learning, Leadership and Sustainable Development Dr Jake Reynolds University of Cambridge Programme for Industry.

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Presentation on theme: "Learning, Leadership and Sustainable Development Dr Jake Reynolds University of Cambridge Programme for Industry."— Presentation transcript:

1 Learning, Leadership and Sustainable Development Dr Jake Reynolds University of Cambridge Programme for Industry

2 ESSD, May 2004, The HagueSlide 2 Corporate arena General acceptance that business can play a key role in delivering SD Increasing acceptance by business of the many cases to be made Lots of talk, reports, principles, intentions Level of progress debatable… Story so far…

3 ESSD, May 2004, The HagueSlide 3 How we imagine change Strategy (organisational direction) Practice (organisational impact) Performance (organisational success) Model A

4 ESSD, May 2004, The HagueSlide 4 What really happens Strategy (organisational direction) Model B Performance (organisational success) Practice (organisational impact) Culture

5 ESSD, May 2004, The HagueSlide 5 Culture change SD is a ‘high magnitude’ challenge Cultural changes are necessary, not desirable Grow! Try harder!

6 ESSD, May 2004, The HagueSlide 6 Helpful shifts Problem Compliance Source of risk Cost Distraction Specialist/technical Complicated Quick fix Passing fad Clever PR Ill-defined, fluffy Ducking and weaving What SD means nowWhat it could mean in the future ProblemOpportunity Cost Saving Source of riskSource of value Specialist/technicalMainstream ComplicatedCommon sense FragmentedIntegrated ReactivePredictive Quick fixLong-term investment Passing fadCore business Clever PRLicense to operate Vague/ill-definedClear values and principles TacticsTrust

7 ESSD, May 2004, The HagueSlide 7 Models of change Power-centred (shouting at plants): autocratic – culture of instruction, supervision, dependency People-centred approaches: dialogue, engagement, guidance, tools – who owns it? Emergent change: continuous, evolutionary, self-organising “You cannot direct an organisation, only disturb it such that it reorganises.”

8 ESSD, May 2004, The HagueSlide 8 Implications Give more attention to growing the conditions in which change occurs Engage with the head, heart and hands Sense of purpose The ‘heart’ Supportive environment The ‘hands’ Freedom to learn The ‘head’ THINKACT BE

9 ESSD, May 2004, The HagueSlide 9 Leadership What does it mean to be an SD leader? 1. Challenge cultural obstacles (by creating disturbance) 2. Construct new patterns of behaviour (by creating psychological safety)

10 ESSD, May 2004, The HagueSlide 10 Leadership Task 1: Create disturbance Be as radical as the campaigners, but in the organisation’s interests Alert employees to threats Expose poor performance Get charismatic figures to challenge the status quo Surface assumptions Awaken people to the issues, risks, possibilities

11 ESSD, May 2004, The HagueSlide 11 Leadership Task 2: Create psychological safety Build SD into the vision and values Illuminate SD locally within teams and functions Empower staff to come up with solutions Create ‘practice fields ‘ Act as role model, not ‘expert’ Align systems and policies ‘Scaffold’ learning

12 ESSD, May 2004, The HagueSlide 12

13 ESSD, May 2004, The HagueSlide 13


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