Leading Change for Sustainability: Oct 2013

Leading Change for Sustainability
Net Impact Bangkok Professional Chapter monthly meeting
17th October 2013,

Robert Steele
Director – Systainability Asia
Senior Associate – AtKisson Group

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© 2010 AtKisson Inc.

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Definitions

For the Context of this talk . . . “Sustainability”
means …

A set of conditions and trends
in a given system that can
continue indefinitely.

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Definitions

And . . . “Sustainable Development” means …

A managed process of
continuous innovation and
systemic change
in the direction of sustainability.

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Source: http://anthropocene.info

The “World System” is Changing With Alarming Speed
The world is undergoing a profound transformation, driven by the success of
human science, technology, industry and social organisation.
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We are Beyond the “Planetary
Boundaries”
The green circle is the “safe zone”

• Human activity has already
pushed nature beyond its
sustainability “safe zone” on a
global scale in three areas:
biodiversity loss, climate
change, and disruptions to the
Earth’s nutrient cycle
(nitrogen)
• We are also on the way to
crossing the boundaries of
sustainability in ocean
acidification, land use, and
fresh water use
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Red indicates how far we have pushed Earth’s systems

Source: Rockström et al., “A Safe Operating Space for Humanity,” Nature, 21 Sept 2009

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Most of our society and our companies &
organisations are like the boiling frog

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The Hope Graph
Visualizing the Sustainability Transformation
Transformation
Point

A Symbolic Representation

Objective:
Poverty gap

Strive to
PUSH
this point
forward and up

Innovation

Pollution

Empowerment

Destruction of
natural habitat

Renewables

Fossil fuel use

Unsustainable
Technologies
& Practices

1880
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1920

Conservation

The Time
of
Our Lives

Awareness

Sustainable
Technologies
& Practices
1960

2000

... implement
Sustainability
FASTER ...

... and REDUCE
the amount of
loss and damage

2040
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Cassandra’s Dilemma
 If you make a prediction that warns of future catastrophe, and
nobody believes you, and then catastrophe occurs, you’re proven
right . . . but you have failed in your mission.
 If you make a predication that warns of future
catastrophe, and people take action to prevent
it, then you have succeeded . . . but you are
perceived to have been wrong.
 Solution: Work for System Transformation
based on a positive vision of the future (not a
catastrophic one) . . . then more people will be
apt to listen, and you will not be discredited.

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The Role of the Change Agent

Transformation
Point

Promoting the Sustainability Transformation

Innovation
Empowerment
Renewables
Conservation

Sustainable
Technologies
& Practices
1880

© AtKisson, Inc.


1920

The Time
of
Our Lives

Awareness

1960

2000

2040

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Behavioural Approach to Cultural
Transformation
Unsustainable
Corporate Culture

Old Behaviors and
habits
Old Norms and
Values
Old Assumptions
and Beliefs
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Sustainable Corporate
Culture
1

2

3

New Behaviours
and habits
New Norms and
Values
New Assumptions
and Beliefs
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Seven Step
Sustainability Change
Process

Step 7
Embed and Align
Step 6
Mobilize Commitment

Step 5
Build the Case(s) for Change
Step 4
Develop Strategies
Step 3
Assess Current Realities
Step 2
Inspire Shared Vision(s)
Step 1
Wake up and Decide
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Starting with the End in Mind

Source: The Natural Step: http://www.meridahome.com/blog/the-natural-step/

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USING LEVERAGE POINTS FOR ACTION IN YOUR
CIRCLE OF INFLUENCE
Sustainability
Vision

Key Executives

Leverage Points
for Action

Circle of Influence
Circle
of
Control

Circle of
Concern

Source: Willard, B. The Sustainability Champion’s Guidebook, 2009.
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Seven Step
Sustainability Change
Process

Step 7
Embed and Align
Step 6
Mobilize Commitment

Step 5
Build the Case(s) for Change
Step 4
Develop Strategies
Step 3
Assess Current Realities
Step 2
Inspire Shared Vision(s)

Leadership
Practices for
Sustainability
Change

Step 1
Wake up and Decide
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Leadership Practices for Sustainability
1.
2.
3.
4.
5.
6.
7.

Get Credible, Stay Credible
Dialogue
Collaborate, Educate and Network
Meet them where they are
Piggyback on existing initiatives
Influence the influencers
Practice “Planful” Opportunism

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Get Credible, Stay Credible
Organisational Level
ALIGNMENT of visions, values and systems

Managerial Level
EMPOWERMENT of trusted people

Interpersonal Level
TRUST between trustworthy people

Personal Level
TRUSTWORTHINESS: Character and Competence
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Use Dialogue that Balances Advocacy and
Inquiry
High

Telling

Dialogue
Exploring each other’s
assumptions to generate
meaning (active listening)

Observing
Presenscing
Sensing
Bystanding

Asking
Clarifying
Interviewing

Asserting
Explaining
Advocacy

Low
Inquiry

High

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Collaborate, Educate and Network with Others
. . Internal and External
Your Company / Organisation
Government Agency

Suppliers

NGOs

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Senior Executive Network
or Leadership

International
Organisations

Your Peers and Inner
Circle

Customers

Networks in other
departments

Community

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Meet them where they are
When talking to…
• … Sales Manager start talking about revenue streams for creatively
breaking into underserved markets at the bottom of the pyramid (BOP) of
the world’s population or potential top-line revenues increases from
enhanced sustainability reputation and offerings.
• … HR Manager lead with a description of how the company’s improved
CSR image will help recruit the top talent, reduce attrition of key people,
and motivate company employees to be their best.
• … Production or Manufacturing Managers, the best hook maybe your
explanation of how sustainability will secure raw materials, energy or
water supply; achieve eco-efficiency, or help them with their increasing
accountability for environmental and social impacts in the supply chain
(e.g. ISO 14000, ISO 9000)
• Finance Managers, emphasize overall bottom line benefits and
institutional investors’ and bankers’ awakened interest in how the
company is addressing its sustainability related risks.
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Piggy Back on Existing Initiative
 Environment, Health & Safety
 Total Quality Management (TQM)
 Six Sigma
 Balanced Scorecard
 Lean Manufacturing
 Community Relations / CSR
 Philanthropy (Community Contributions)
 ISO certification (e.g. 9000, 14000)
 Diversity Programs
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The “Critical Characteristics” of Getting New
Ideas Adopted
(1) PERCEIVED RELATIVE ADVANTAGE
(2) RELATIVE SIMPLICITY
(3) LEVEL OF OBSERVABILITY
(4) TRIALABILITY
(5) COMPATIBILITY WITH EXISTING SYSTEM

Source: Everett Rogers, “Diffusion of Innovations,” 1962, Revised 1995, 2006, Free Press
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Influence the Influencers

Senior Executive
Yes!

Senior Executive
No!

Influencer
(Transformer)
Yes!

Ineffective Approach
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Effective Approach
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Practice Planful Opportunism

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Some Practical Tools for Effective Change
Agentry in Accelerating Sustainability

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The Accelerator Tools: Applying the ISIS Method
COMPASS

PYRAMID

Indicators
Assessment
Stakeholders

Training
Planning
Teambuilding

AMOEBA

STRATESPHERE

Change
Innovation
Cultural Shift

Strategic Plan
Implementation
Monitor Progress

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The Sustainability Compass
• Simple, intuitive, attractive
• Rests on a solid base of
sustainability theory
• Organizes stakeholders,
indicators, and
management systems
• Assures full systemic
coverage of sustainability
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The Compass as a Tool for Systems Thinking
Environmental
Impacts

Ecosystem
Integrity

Self-Development
Opportunities

Efficiency &
Productivity

Personal Health
& Happiness

Financial
Aspects

Families &
Relationships
Social Trust &
Public Safety

Resource Use
& Waste

Work, Jobs,
Incentives

Culture &
Institutions

Rights,
Laws & Justice

It helps us think about issues from many different perspectives
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The ISIS Method
Then commit to ...
STRATEGY: Plan how to
succeed in making change

Strategy

INNOVATION: Identify what changes
to make for sustainability
SYSTEMS: Figure out why you are
headed there, and where you can
effectively change direction
INDICATORS: Assess where you are,
and where you are headed

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Action

Innovation
Systems Analysis

Indicators and Information

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Amoeba

Role-Playing Training Game and Planning Tool
• Map cultural systems
• Identify the points of leverage
• Develop diffusion strategies
• Make sustainability ideas and
initiatives more attractive
• Train the “Change Agents”

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The Amoeba of Cultural Change
INNOVATION
CURMUDGEONS

CONTROLLERS
INNOVATORS

CA
M

LAGGARDS

T
M

CHANGE AGENTS

M
L

M

TRANSFORMERS

M

REACTIONARIES

L
<R

I >
I >

<R

M

M

M

L

MAINSTREAMERS

M

ICONOCLASTS
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SPIRITUAL
RECLUSES

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StrateSphere

Tools and Templates for Formal Planning
• Go from ideas to fully
developed strategic plans
• Clarify your underlying
“Theory of Change”
• Evaluate strategic
capacity
• Identify strategic niches

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Some additional Secrets of Leading Change
1. Invitation
2. Volunteering
3. Facilitation
4. Simplification
5. Creativity
6. Patience
7. Do NOT seek power

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SYSTAINABILITY ASIA / ATKISSON GROUP
www.atkisson.com

www.systainabilityasia.com
robert@atkisson.com

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A global network dedicated to
sustainability strategy learning, and inspiration

Global Affiliate and Associate Network

Current And Past Clients Include:
Levi Strauss & Co. • Ernst & Young • Nike • Baltic 21 (the 11 nations of Northern Europe) • European Sustainable Development Network • Brother, Inc.
(Japan) • Earth Charter International • Swedish SIDA’s Advanced International Training Programs • United Nations Division for Sustainable
Development Egyptian National Competitiveness Council • Government of Singapore • Greater New Orleans, Inc. • SEIYU (Japan) • SERDP - Strategic
Environmental Research & Development Program (US Government) • Seliger Forum 2010 (Russia) • Sustainable Fashion Academy • States of Queensland,
Victoria, NSW, and South Australia • Stockholm County • Sustainable Seattle • Heinz Endowments • Toyota • UNEP • UNDP • Nile Basin Initiative • Bank of
Indonesia • Volvo Cars
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Introduction and Basic Workshop Slides begin on Slide 6

Pyramid 2030
A global workshop campaign
for sustainable development
http://pyramid2030.org

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How is Pyramid 2030 organized?

Pyramid 2030 is organized by the AtKisson Group, a global
network of sustainability consultants, trainers, educators,
facilitators and communicators.
Pyramid 2030 is a volunteer activity whose purpose is to
spread engagement and interest in sustainability, and to build
awareness of important UN processes such as the Sustainable
Development Goals.
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compasseducation.org
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Leading Change for Sustainability: Oct 2013

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