1. Leith Sharp, Director of Executive Education for Sustainability Harvard University School of Public Health Center for Health and the Global Environment

2. Individual Systems Social Systems Organizational Systems Infrastructural Systems Personal & Interpersonal Capabilities Skills/Abilities Motivation Values/Attitudes Habits/Behaviors Status Trust Social Influence Inclusiveness Fairness Relatedness Autonomy Emotional Sensitivity Group Intelligence Vision/Mission Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement Systems Human Resources Technology Built Environment: Buildings Utilities Landscape Material Flows Energy Water Waste Transportation “CBIS Reduces Risk Across the Organizational Ecosystem” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0lsharp CC BY-AS 4.0 A change capable organization reduces risk across the 4 spheres of the organizational ecosystem by purpose integrating the AOS & CCOS

3. The Change Leader is a Maestro del Laberinto

4. We tend to think that when we discover a barrier, a wall, a limitation - that we are failing in some way and that it is a sign to give up. This interpretation de- energize us, we lose motivation. The Change Leader is a Maestro del Laberinto

5. We tend to think that when we discover a barrier, a wall, a limitation - that we are failing in some way and that it is a sign to give up. This interpretation de- energize us, we lose motivation. The Change Leader is a Maestro del Laberinto But when you understand the universe for what it is – a complex mystery – you can see these unexpected barriers, limitations, disappointments as natural events on a path of discovery. Every limitation, every wall, every new turn of events, positive of negative is a precious clue – for where to go and what to create next.

6. Move towards your idea New perspectives emerge on your technology/design, your business model AND how stakeholders are responding OR

7. When to Pivot?

8. On your larger journey you must undergo a learning process of deduction. From wild guess to informed estimates to reliable forecasts regarding many domains:

9. When to Pivot? On your larger journey you must undergo a learning process of deduction. From wild guess to informed estimates to reliable forecasts regarding many domains:  Technology/design  Financial model  Stakeholder support  Decision making path  Team creation  Ownership and siting  Your own psyche/heart

10. Work towards your idea Evaluate your technology/design, business model AND how stakeholders are responding OR

11. When to Pivot? Put simply, if your best efforts to gain clarity or achieve progress don’t produce adequate positive results, it is time to consider pivoting one or more aspects of the project.

12. When to Pivot? Put simply, if your best efforts to gain clarity or achieve progress don’t produce adequate positive results, it is time to consider pivoting one or more aspects of the project. Or when your efforts reveal new opportunities that just make more sense.

13. When to Pivot? Put simply, if your best efforts to gain clarity or achieve progress don’t produce adequate positive results, it is time to consider pivoting one or more aspects of the project. Or when your efforts reveal new opportunities that just make more sense. You must be clear that you have exhausted your efforts and that you are not pivoting to avoid adequate effort or your own discomfort.

14. Making a Pivot Decision

15. The judgment call must be carefully made Sometimes it is wise to get the opinions of others to make sure this in not a situation best handled with persistence

16. Making a Pivot Decision The judgment call must be carefully made Sometimes it is wise to get the opinions of others to make sure this in not a situation best handled with persistence Before you pivot, be very clear on the implications for all of you project management and leadership domains Evaluate the pros and cons of the pivot, the risks and the opportunities

17. Making a Pivot Decision The judgment call must be carefully made Sometimes it is wise to get the opinions of others to make sure this in not a situation best handled with persistence Before you pivot, be very clear on the implications for all of you project management and leadership domains Evaluate the pros and cons of the pivot, the risks and the opportunities Try to keep most of the project dimensions the same and focus on the specific type of pivot you need

18. In Summary a pivot can be required in response to: Business model needs Technical and design feasibility Stakeholders Decision-making process Capabilities Time Your own wellbeing/heart Serendipity! Other? Sometimes it’s a matter of……

19. In Summary a pivot can be required in response to: Business model needs Technical and design feasibility Stakeholders Decision-making process Capabilities Time Your own wellbeing/heart Serendipity! Other? Sometimes it’s a matter of……

20. Serendipity = the occurrence and development of events by chance in a happy or beneficial way.

21. Examples of Types of Pivots

22. Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed

23. Examples of Types of Pivots Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed Stakeholder pivot: project, idea of product stays the same, new stakeholder engagement effort

24. Examples of Types of Pivots Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed Stakeholder pivot: project, idea of product stays the same, new stakeholder engagement effort Business model pivot: business architecture changes, new approach for financing.

25. Examples of Types of Pivots Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed Stakeholder pivot: project, idea of product stays the same, new stakeholder engagement effort Business model pivot: business architecture changes, new approach for financing. Zoom-in pivot: focus on smaller aspect of project

26. Examples of Types of Pivots Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed Stakeholder pivot: project, idea of product stays the same, new stakeholder engagement effort Business model pivot: business architecture changes, new approach for financing. Zoom-in pivot: focus on smaller aspect of project Zoom-out pivot: focus on larger, holistic solution or project design

27. Examples of Types of Pivots Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed Stakeholder pivot: project, idea of product stays the same, new stakeholder engagement effort Business model pivot: business architecture changes, new approach for financing. Zoom-in pivot: focus on smaller aspect of project Zoom-out pivot: focus on larger, holistic solution or project design Technology pivot: same idea but use different technology/design

28. Examples of Types of Pivots Project pivot: Stakeholder ecosystem stays the same, different idea, product or project proposed Stakeholder pivot: project, idea of product stays the same, new stakeholder engagement effort Business model pivot: business architecture changes, new approach for financing. Zoom-in pivot: focus on smaller aspect of project Zoom-out pivot: focus on larger, holistic solution or project design Technology pivot: same idea but use different technology/design Team or Ownership pivot: everything stays the same except there’s a change to the team or the ownership model Other?

29. A Good Plan will get you Started, But it is Your ability to Keep Pivoting that will Get You Through

30. Your Stakeholder Ecosystem You are the pollinator of your stakeholder ecosystem. You will cultivate and nourish new connections and processes to enable the right people to learn with you about this new decision making need.

31. Understand Your Stakeholders: What is Their Niche in Your Ecosystem? Who can help to champion the vision and influence others to support it? Who can help with the technical and design details? Who will own this and govern it once it is implemented? Who can help with the budget, business model, funding and approval?

32. Your Stakeholder Ecosystem You must diagnose what the risks are for everyone and you then preparing the information to address those needs continuously. You must gather and format different kinds of information along the way to enable the right people to feel that their needs have been addressed.

33. The potential list of stakeholders for any project will always exceed the time available. The challenge is to focus on the ‘right stakeholders’ who are the most important sub-set of the total ecosystem. Source: Wikipedia

34. The first step in building any stakeholder map is to develop a categorised list of the members of the stakeholder ecosystem. Once the list is reasonably complete it is then possible to assign priorities in some way, and then to translate the ‘highest priority’ stakeholders into a table or a picture. Source: Wikipedia

35. Meet their needsKey player Least importantShow consideration Power/influence of stakeholders Interest of stakeholders Understand Your Stakeholder Roles and Needs

37. Nutrients that Stakeholders Need Positive experiences, positive energy Alignment with values and needs Being heard and understood Feeling that they have contributed, sharing the idea Minimized risk & instability from change ($s & other) Having their status protected or even elevated Knowing that they are in synch with others Time effectiveness and impact Nutrients that You Can Provide Enthusiasm & passion (is contagious) Articulate vision/purpose, align with their values Active Listening Including the needs of others in your design/approach Information and evidence ($, technical, social) Creating positive social dynamics Utilizing social influence (peer to peer) Being professional, well prepared For pollination to happen you must have many ongoing conversations, meetings, negotiations to create linkages and deliver the nutrients. You are the Pollinator of Your Stakeholder Ecosystem

38. Nutrients that Stakeholders Need Positive experiences, positive energy Alignment with values and needs Being heard and understood Feeling that they have contributed, sharing the idea Minimized risk & instability from change ($s & other) Having their status protected or even elevated Knowing that they are in synch with others Time effectiveness and impact Nutrients that You Can Provide Enthusiasm & passion (is contagious) Articulate vision/purpose, align with their values Active Listening Including the needs of others in your design/approach Information and evidence ($, technical, social) Creating positive social dynamics Utilizing social influence (peer to peer) Being professional, well prepared You Must be Whole Hearted As You Set Out. You Must Believe in Your Idea. So Your Most Important Stakeholder is You. To be the Pollinator of Your Stakeholder Ecosystem

39. Demands on The World Within the Change Agent

40. Top 8/46 capabilities of change leaders in Higher Ed: 1 st : Having energy, passion and enthusiasm (commitment) 2 nd : Being willing to give credit to others (empathizing) 3 rd : Enthusiasm & working productively with diversity (empathizing) 4 th : Being transparent & honest in dealings with others (empathizing) 5 th : Thinking laterally and creatively (strategy) 6 th : Being true to one’s values and ethics (decisiveness) 7 th : Listening to different views being making a decision (empathizing) 8 th : Understanding personal strengths & limitations (self-awareness) http://www.olt.gov.au/project-turnaround-leadership-sustainability-higher-education-2011 What Individual Capabilities Do Successful Change Leaders say Matter Most?

41. VISION OR INTENTION Creating a vision or intention that is fueled by hope and is deeply aligned with your inner life.

42. PASSION & ENTHUSIASM Understand & value the quality of your own energy/presence. Sustain your passion and enthusiasm. Bring your life force and joy to the table. Put effort into keeping your balance in life.

43. “The basic social institution is the individual human heart. It is the source of the energy from which all social action derives its power and purpose. The more we honor the integrity of that source, the more chance our actions have of reaching and stirring others. But we must first be whole hearted, fully integrated as we set out.” Ram Daas, How Can I Help, Rider, Random House London, 1987

44. TENSION TOLERANCE Sustaining the creative tension that exists between that vision and the day to day reality in which you toil.

45. One key aspect of personal mastery, explored by Peter Senge, is the process of developing a person vision and sustaining the creative tension that results from the difference between reality and the vision. Peter M.Senge, The Fifth Discipline – The Art and Practice of the Learning Organization, Currency Doubleday, 1990

46. Senge suggests that a common process for individuals who confront this difference between their personal vision and their daily reality, is that they experience a negative emotional response causing them to down grade the vision to the point at which the tension between reality and their vision is not emotionally demanding. Peter M.Senge, The Fifth Discipline – The Art and Practice of the Learning Organization, Currency Doubleday, 1990

47. HOPE Daring to know what is at stake, not knowing how we will find our way through and having hope regardless.

48. “Hope is not the conviction that something will turn out well but the certainty that something makes sense, regardless of how it turns out” Vaclav Havel (Czech Playwright and President of Czechoslovakia (1989-92)

49. COURAGE A willingness to take occasional calculated risks is necessary and to occasionally ask for forgiveness rather than ask for permission.

50. INSIGHT Develop your practice of learning by doing. Create conditions that will foster insight, resilience, renewal and self awareness. The quality of mind is a strategic imperative for your work.

51. SELF AWARENESS and SELF GROWTH Invest in the humbling work of self discovery, self awareness and equanimity.

52. Making conscious our own competing commitments and big assumptions and being willing to test those. Sometimes our tests will prove that our Big Assumptions are still relevant and sometimes we will discover that they are outdated. Continuously refreshing the semi conscious & subconscious assumptions (mental models) in our own minds is the powerful work of moving beyond the past into the future as a change agent.

53. SOCIAL CHANGE Understanding social change and your role in it.

54. 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.

55. Heyer encourages us to understand the innate complexity of social change, the diversity of change agency roles & the unpredictable and powerful interactions of many 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 Empowerment (2003)

56. SOCIAL BOUNDARIES Be sensitive to social dynamics. Work to optimize positive social dynamics and avoid triggering negative social dynamics. Understand your social status through the eyes of others. Look for signals of when you may need to pull into line with the social hierarchy but do not become captive to it.

57. ATTUNEMENT AND SCAFFOLDING Work within the zone of proximal development – of others and ourselves while staying on course for the long haul. Continuously provide the scaffolding for yourself and for others to grow through their learning zone.

58. The Zone of Proximal Development relates to the difference between what a child can achieve independently and what a child can achieve with guidance and encouragement from a skilled partner. For adult learning this translates to that zone of development that an individual can learn within if there is scaffolding in place for this growth and development to occur. The work of Lev Vygotsky (1896-1934)

59. ADAPTABILITY AND CREATIVITY Develop your practice of learning by doing. Continue to dynamically adapt to what you discover on the journey. Remain creative, alert and detached to rigid assumptions of how things will unfold. Be conscious and skillful in the turning point moments, strategic yielding and strategic risk taking.

60. Edwin Stanton: A compass, I learnt when I was surveying, it'll... it'll point you True North from where you're standing, but it's got no advice about the swamps and deserts and chasms that you'll encounter along the way. If in pursuit of your destination, you plunge ahead, heedless of obstacles, and achieve nothing more than to sink in a swamp... What's the use of knowing True North?

61. SERVICE LEADERSHIP Deriving self worth, security and status in helping everyone else to lead and own. Build capabilities as a strategic enabler, facilitator, supporter, follower or leader.

62. WHOLE PERSON ENGAGEMENT Understand how other people are feeling and why. Don’t take it personally. Keep your equilibrium if emotions get charged. Work to avoid generating negative feelings in others.

63. Mind the feelings (and mind them skillfully) because they are also the facts.

64. WE WISH!

65. ACTUAL

66. The Feeling Cycle of Change

67. 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 and scaffolding Individuals need a social & organizational context to empower their full potential as change agents…………

68. So what does the change leader do on Monday and Tuesday and Wednesday and…?

69. Change Leaders Must Be Engaged in Both You are addressing: Technological needs Budgeting and Finance Strategic Planning Project Management You are providing: Vision Courage & Motivation Stakeholder Ecosystem Adapting and Pivoting

70. A wakening P ioneering Integration Transformation Engagement Maturity Model for the Change Agent

71. A wakening P ioneering Integration Transformation Engagement Maturity Model for the Change Agent

72. A wakening P ioneering Integration Transformation Engagement Maturity Model for the Change Agent

73. At some point the depth of change required reaches the limit of the organization’s current structures, systems, processes and embedded incentives.

74. A wakening P ioneering Integration Transformation Engagement Maturity Model for the Change Agent

75. Awakening: Getting it onto the agenda Pioneering: Piloting, proving, growing champions Integration: Integrating into existing organizational systems, structures & processes Transformation: Changing existing org. systems, structures & processes

76. Sustainability Change Leadership Boils Down to Two Core Endeavors

77. 1.Creating and maintaining awareness of the critical and urgent importance of driving sustainability into the core business or mission of the organization or community. Sustainability Change Leadership Boils Down to Two Core Endeavors

78. 1.Creating and maintaining awareness of the critical and urgent importance of driving sustainability into the core business or mission of the organization or community. 1.Reducing risk or instability and facilitating shared ownership/purpose of continuous stable changes in the four interdependent realms of the organizational ecosystem: - Infrastructure, - Organizational, - Social & - Individual Leith Sharp Sustainability Change Leadership Boils Down to Two Core Endeavors

79. 1.Creating and maintaining awareness of the critical and urgent importance of driving sustainability into the core business or mission of the organization or community. TENSION 2.Reducing risk or instability and facilitating shared ownership/purpose of continuous stable changes in the four interdependent realms of the organizational ecosystem: - Infrastructure RELEASE - Organizational - Social & - Individual Sustainability Change Leadership Boils Down to Two Core Endeavors

80. Where does just one person fit in all this?

81. The Leverage Principle

82. Even the biggest ships can be turned by a small force if it is directed at the point of maximum leverage. The Leverage Principle

83. If the ship is very large it can require a smaller rudder to turn the larger rudder. We are the rudder on the rudder. The Individual Change Agent that sets out wholehearted, aware, compassionate, socially and organizationally attuned. The Leverage Principle

84. INDIVIDUALS The accumulative impact of individual intentions, values & capabilities generate institutional priorities & behaviors. ORGANIZATIONS A complex web of organizations drive almost all local and global environmental impacts. The Source of Change is Here EARTH Planetary life support systems provide all of the resources, conditions and cycles of renewal upon which we depend for survival as a species

85. Think – Organizational Ecosystem Earth Systems Infrastructure Systems Organizational Systems Social SystemsIndividual Systems Ecosystems and Species Extinction &toxicity Climate systems Disturbance Atmospheric systems Ozone depletion, pollution Oceanic systems Sea levels, temperatures, currents, sea life Geological and Soil systems Soil quality, toxicity, mineral depletion, Hydrological systems Water pollution & scarcity Nutrient systems Nutrient flows, toxicity Technology Built Environment: Buildings Utilities Landscape Material Flows Energy Water Waste Transportation Vision/Mission Governance Management Structures Planning Processes Decision Making Processes Finance & Accounting Policy Instruments Information Systems Procurement Systems Human Resources Status Trust Social Influence Inclusiveness Fairness Relatedness Autonomy Emotional Sensitivity Group Intelligence Personal & Interpersonal Capabilities Skills/Abilities Motivation/ Values/Attitudes Habits/Behaviors

86. RELEASE PHASE Time of ‘creative destruction’ re-organization & uncertainty RESILIANCE: low but increasing The Dual Operating Cycle Reflects the Fundamental Nature of Our Planetary Life Support Systems.