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Key Ingredients for Institutional Success in Implementing Climate Change Solutions

Key Ingredients for Institutional Success in Implementing Climate Change Solutions. Wendell C. Brase Chair, Climate Solutions Steering Group, University of California Vice Chancellor, Administrative & Business Services, UC Irvine wcbrase @ uci.edu. 1. A goal that is simple and clear

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Key Ingredients for Institutional Success in Implementing Climate Change Solutions

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  1. Key Ingredients for Institutional Success in Implementing Climate Change Solutions Wendell C. Brase Chair, Climate Solutions Steering Group, University of California Vice Chancellor, Administrative & Business Services, UC Irvine wcbrase@uci.edu

  2. 1. A goal that is simple and clear 2. A goal that is measurable with understandable metrics 3. Measurable milestones vs. abstract lofty goals 4. Agreement on implementation priorities 5. Bona fide bottom-up/top-down value system 6. Shared expectations that status quo must change 7. Realistic expectation of required $ investment 8. Understand scale of problem and term of solution 9. Shared knowledge/common language for metrics, attributes, priorities, and expectations 10. Accountability and performance goal “mainstreaming” 10 Predictors of Success in Addressing Any Large/Complex Problem

  3. Carbon Neutrality = Large/Complex Problem UC Irvine GHG Emissions Projections and Targets U

  4. 10 Predictors of Success Strategic Factors vs. Organizational Readiness 1. A goal that is simple and clear ✓ 2. A goal that is measurable with understandable metrics ✓ 3. Measurable milestones vs. abstract lofty goals ✓ 4. Agreement on implementation priorities ✓ 5. Bona fide bottom-up/top-down value system 6. Shared expectations that status quo must change 7. Realistic expectation of required $ investment ✓ 8. Understand scale of problem and term of solution ✓ 9. Shared knowledge/common language for metrics, attributes, priorities, and expectations 10. Accountability and performance goal “mainstreaming” ✓= Addressed in ACUPCC Implementation Guide (AASHE 2009)

  5. Behavioral Predictors of Organizational Readiness Workplace Values: 5.Bona fide bottom-up/top-down value system 6.Shared expectations that status quo must change

  6. Behavioral Predictors of Organizational Readiness UCI Performance Improvement Model Leadership Qualities and Behaviors (6 behaviors) Management Detractors (6 behaviors) Effective Management Behaviors (19 behaviors) Workplace Respect Measures (6 measures) Workplace Cooperation Measures (9 measures) Teamwork Effectiveness Measures (7 measures)

  7. Team Effectiveness Measures “In my work group… • We share a common set of goals • We embrace the same standards of effectiveness • We share common values of service, quality, and excellence • We do not wait for complaints before tackling a new problem • We continually improve our practices, productivity, and effectiveness • We are committed to meeting the needs of our customers • I believe my work group is efficient and productive”

  8. Workplace Cooperation Measures “In my work group… • Everyone shares responsibility for results • A suggestion about the way we do things is valued even if it’s initially the wrong suggestion • When work problems surface, my co-workers produce information and ideas that help solve the problem • When faced with a setback, my work group experiences fewer interpersonal problems • We share expertise when faced with a challenging task • We share leadership responsibilities and often hand off leadership roles from project to project • People are not concerned about whether tasks are divided fairly • Problems with the way we do our work are faced and attended to • Differences of opinion are resolved using facts”

  9. Workplace Respect Measures “In my work group… • People who look for better ways of doing things are respected and rewarded • We experience a climate of mutual respect • I can provide honest, constructive criticism to my work group about the way it functions without being penalized • I can share (work) problems without concern about appearing stupid • People accept each other’s strengths and weaknesses • Interpersonal conflicts are addressed and resolved”

  10. Behavioral Predictors of Organizational Readiness Common Vocabulary: 9.Shared knowledge/common language for metrics, attributes, priorities, and expectations www2.presidentsclimatecommitment.org/pcc/newsletter/img/22/Implementer25questions.pdf

  11. Behavioral Predictors of Organizational Readiness Staff-to-Line Transition: 10. Accountability and performance goal “mainstreaming”

  12. Questions?

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