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Learning, Leadership and Sustainable Development

Learning, Leadership and Sustainable Development. Dr Jake Reynolds University of Cambridge Programme for Industry. Corporate arena. Story so far…. General acceptance that business can play a key role in delivering SD Increasing acceptance by business of the many cases to be made

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Learning, Leadership and Sustainable Development

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

  2. Corporate arena Story so far… • 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… ESSD, 10-12 May 2004, The Hague

  3. How we imagine change Strategy(organisational direction) Performance(organisational success) Model A Practice (organisational impact) ESSD, 10-12 May 2004, The Hague

  4. What really happens Strategy(organisational direction) Culture Performance(organisational success) Model B Practice (organisational impact) ESSD, 10-12 May 2004, The Hague

  5. Grow! Try harder! Culture change • SD is a ‘high magnitude’ challenge • Cultural changes are necessary, not desirable ESSD, 10-12 May 2004, The Hague

  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 Problem Opportunity Cost Saving Source of risk Source of value Specialist/technical Mainstream Complicated Common sense Fragmented Integrated Reactive Predictive Quick fix Long-term investment Passing fad Core business Clever PR License to operate Vague/ill-defined Clear values and principles Tactics Trust ESSD, 10-12 May 2004, The Hague

  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.” ESSD, 10-12 May 2004, The Hague

  8. Supportive environment The ‘hands’ Freedom to learn The ‘head’ THINK ACT BE Sense of purpose The ‘heart’ Implications • Give more attention to growing the conditions in which change occurs • Engage with the head, heart and hands ESSD, 10-12 May 2004, The Hague

  9. Leadership • What does it mean to be an SD leader? • Challenge cultural obstacles (by creating disturbance) • Construct new patterns of behaviour (by creating psychological safety) ESSD, 10-12 May 2004, The Hague

  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 ESSD, 10-12 May 2004, The Hague

  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 ESSD, 10-12 May 2004, The Hague

  12. www.sdchronos.org ESSD, 10-12 May 2004, The Hague

  13. jake.reynolds@cpi.cam.ac.uk www.sdchronos.org ESSD, 10-12 May 2004, The Hague

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