1. Transformational Change Management> Sustainability
Bob Doppelt
John P. Kotter
Douglas Mohr-McKenzie

2. Leading Change Why transformation efforts fail
John P. Kotter

3. Topics Define “change management”
Relevance of change management to Sustainability?
John P. Kotter?
Obstacles to implementing any major change?
Why is “sense of urgency” important?
Membership of “guiding coalition”?
Purpose of a “vision”
Appropriate means of “communication”?
Importance of “employee empowerment”?
“Short-term wins”?
Indicator that change has been implemented?

4. Change Management Change Management - a structured approach;
e.g., process to achieve change in individuals,
teams, organizations and societies.
Source: Wikipedia

5. Obstacles to Implementing TQM
Lack of a company-wide definition of quality.
Weak leadership
Lack of a formalized strategic plan for change.
Lack of a customer focus.
Poor inter-organizational communication.
Lack of real employee empowerment.
Lack of employee trust in senior management.
View of the quality program as a quick fix.
Drive for short-term financial results.
Politics and turf issues

14. Vision Example
The University of New Hampshire (UNH) is nationally recognized as a Sustainable Learning Community* -- a land grant, sea grant, and space grant university that unites the spirit of discovery with the challenge of sustainability across its Curriculum, Operations, Research and Engagement:
Curriculum: Educating citizen-professionals to advance sustainability in their civic and professional lives
Operations: Embodying first principles and best practices of sustainability
Research: Serving society with scholarship that responds to the most pressing issues of sustainability
Engagement: Collaborating locally to globally with extension and outreach
-- through four initiatives designed around four foundational systems of sustainability – biodiversity, climate, food, and culture.

23. When have you implemented the change?
When employees say,
“…………………..this is the way we do things here.”

24. Leading Change Toward Sustainability
Bob Doppelt

25. Change dominant-mind set to include Sustainability
Organize deep, wide and powerful Sustainability teams
Change the goals by crafting vision and guiding principles
Restructure rules of engagement
Tirelessly communicate need, vision and strategy
Correct feedback loops by encouraging and rewarding learning and innovation
Adjust parameters by aligning systems and structures
Align governance with Sustainability

26. Fostering Sustainable Behavior
Douglas Mohr-McKenzie

27. Five Steps Identify desired behavior
Identify a baseline; i.e., lag time between behavior and environmental impact
Research benefits and barriers of achieving behavior
Create and implement a strategy to influence behavior
Measure outcome and evaluate results
Five Steps