LivingSmart Geraldton 2010 - Introduction


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2010 LivingSmart Geraldton 2010 - Introduction

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  • Living Smart is different to other environmental education programs in that it does not focus on a single environmental issue but adopts a wholistic approach by looking at environment, lifestyle and community.   It also includes a winning formula to facilitate behaviour change both in the home and community.   What makes Living Smart so unique is that it is a thoroughly researched and evaluated program and has been formed through a unique partnership. Its strength lies in the evaluation process and how the results over time have improved the program and its delivery. The Living Smart program has been developed from the findings of 9 trials.
  • The Living Smart partners have pooled resources, time and effort to produce the Living Smart Kit so that other organisations, community groups, individuals and businesses can take Living Smart into their own home, community and workplace.   In running this program, we acknowledge the Living Smart partnership and thank the partners for providing us with the resources and materials to run this exciting initiative. Without their time, resources and commitment, we would not be able to offer this course.
  • Everyone to read to selves Ask for comments or responses Tim will talk to – Keep it positive Shani to power of listening to each other, not letting one person dominate (sometimes may have to save questions)
  • In terms of physically destroying nature with brute force, we have backed off killing whales, and rates of land clearing have slowed or been stopped in many places. And, forest destruction is still continuing at a rate that contributes 20% of total global carbon emissions MEA1 found 60% of all earth’s ecosystems were being systematically degraded, and abrupt, irreversible changes are likely 10-30% of the mammal, bird and amphibian species currently threatened with extinction
  • In terms of maximising well-being for the maximum number, we have made incredible advances. We have hundreds of millions of new middle-class Chinese and Indians and all of us in this room have access to opportunities and resources that would have been unimaginable even one or two generations ago. 50% of people live on <$2 a day1 Developing world spends $13 on debt repayment for every $1 received in grants1 yet still 1.6 billion people — a quarter of humanity — live without electricity UK, Australia are 3x richer than grandparents, no happier2 And, of course, the financial hiccup of the last few months, (because it could be considered a hiccup compared to the real ecological crisis we face) has shown up the flaws in our means of turning those inputs and resources into conditions and products that support wellbeing. he poorest 40% of the world’s population accounts for 5% of global income, while the richest 20% accounts for three-quarters of world income
  • If we were able to stand on the moon and view the Earth for the first time what would we see? A large and very complex system of human beings forming societies and interacting with the biosphere. This is how we define the system and there has been much work done to define the fundamental scientific basics that govern the system from an ecological and social point of view.
  • So, things are getting better, things are getting worse. WE ARE SAILING EVER-MORE CONFIDENTNLY INTO INTERESTING WATERS, BUT THE SHIP IS FALLING APART QUICKER THAN WE CAN FIX IT THE SEAS ARE ONLY LOOKING ROUGHER FOR THE NEXT 50, 70 YEARS, AND IF YOU ARE IN AN ORGANISATION THERE ARE MORE AND MORE SHIPS ON THE SEA AND SHARKS IN THE WATER. And before I continue with my presentation, and actually talk about the research we did I wanted to hear from you about whether and how this context affects the work you do as coaches.
  • Talk to your neighbour for a couple of minutes, then I would like to hear from some of you...
  • What and Who
  • Coaching is on the rise as a tool used within organisations. The research shows that coaching has a role to play in integrating sustainability in organisations There is a strong desire amongst coaches to ensure their work makes a contribution to a broader collective (organisational, community, societal goals). Different forms of coaching are appropriate for different organisations and individuals at different stages of development.
  • That real innovation and transformation, and the biggest leverage points for integrating sustainability, occur in the ‘INTERIOR’: individuals’ mindsets and values, and organisations’ cultures Again – we know where creativity resides, but do we really take that understanding into our work? In those cases where sustainability had been successfully integrated, the people we spoke to explicitly focused on the culture, the mindsets and values of key leaders and these were the things that indicated the greatest likelihood of success, rather than the infrastructure, metrics or other conditions. If others in your industry are facing the same challenges and constraints, then what goes on inside is all that can make the difference in terms of the capacity to lead, innovate and profit.
  • And now I want to put that in a bit of context before diving more deeply into what we did and the implications for coaches and coaching. Bascially we are saying that if your organisation is a ship, then the interior condition of the captain and the culture of the crew really matters. Perhaps that seems obvious, but it is a connection that not everyone makes and that is a bit of a blindspot in sustainability. The CONTEXT also means a new role for Coaches, and that is what I would like to talk about now.
  • Using goals can help you achieve these. Natural part of daily life: You probably use goals without realising it, as they are a natural part of everyday life. eg, When you wake up in the morning you think about what you are going to do for the day like go for a run, weed the garden, do the shopping and ring your mother. You may even write a list of the things you need to get done in the day, week or year. You may even prioritise the items on your list and cross them off when you have achieved them. These are all forms of goal setting. They work: The most important reason for using goals is they work. This has been proven in many areas for example losing weight, improving relationships, improving company’s performance and improving the environment.
  • These quotes also highlight the successful nature of goals
  • Most of the work that our brains do is behind the scenes And there are some useful things to know Our subconscious believes everything as fact (eg dream, fears etc) It takes the language you use literally (I am stupid, I will try to . . .) It takes direction from the conscious mind Works on repetition and reinforcement
  • The subconscious is a powerful tool. By making a goal your subconscious will know about it and will also help you achieve it.
  • By using successful language when you set your goals this helps you to achieve them. Cover the uncommitted/negative language list I can, I am, etc. or if using power point these will be hidden. For each of the items in the uncommitted/negative language list, ask the group to offer suggestions for the positive language to replace the eg. For “ I should”…..the group is to suggest “I can”. Then uncover this suggestion or make it appear.
  • Tim is the master goal setter He will share at this point
  • Inter-subjective, 2nd-person processes (distinct from individual reflection or objective feedback), like individual and group coaching, are the most powerful and effective way to accelerate leadership development and generation of sustainable values and culture. This came from our interviews and surveys but also from the literature already out there. It emphasises the value in coaching as a complement or replacement for initiatives that might focus purely on observed behaviour, on delivering informaiton or on training people in particular skills. Without facilitation of the links back to personal meaning, values and prioritiies you do not get the depth of engagement, commmitment, understanding or thirst for action and learning that is required to make these sorts of transformations.
  • Talk to your neighbour for a couple of minutes, then I would like to hear from some of you...
  • LivingSmart Geraldton 2010 - Introduction

    1. 1. Welcome to Slide
    2. 2. Let’s meet!! <ul><li>Have look at your “bingo” sheet </li></ul><ul><li>Find someone who can address the criteria in each box. </li></ul><ul><li>Don’t use each person more than once. </li></ul><ul><li>No group huddles!! </li></ul><ul><li>Yell bingo when you get all in a row </li></ul>Slide
    3. 3. What is Living Smart ? <ul><li>Living Smart is a community sustainability education program that empowers participants with the knowledge and skills to take action to improve their positive contribution to sustainability of their homes, community and the earth. </li></ul><ul><li> </li></ul>Slide
    4. 4. Living Smart Partnership <ul><li>Living Smart is the outcome of a strong partnership between </li></ul><ul><li>The Meeting Place Community Centre </li></ul><ul><li>City of Fremantle </li></ul><ul><li>Murdoch University </li></ul><ul><li>Southern Metropolitan Regional Council, </li></ul><ul><li>together with active participants and facilitators from past courses. </li></ul>Slide
    5. 5. Format <ul><li>7 Week Program </li></ul><ul><li>Supporting Guides and Workbooks </li></ul><ul><li>Format for Each Week </li></ul><ul><ul><li>Guests </li></ul></ul><ul><ul><li>Actions </li></ul></ul><ul><ul><li>Discussions </li></ul></ul><ul><ul><li>Coaching </li></ul></ul><ul><li>This Session </li></ul><ul><ul><li>Sustainability </li></ul></ul><ul><ul><li>Tools for Learning and Change </li></ul></ul>
    6. 6. Ground Rules <ul><li>Keep it positive </li></ul><ul><li>Cooperate in good faith </li></ul><ul><li>One person at a time </li></ul><ul><li>Keep the discussion focussed </li></ul><ul><li>Respect everyone’s opinion </li></ul><ul><li>Allow and give no put downs </li></ul><ul><li>Ask if you don’t understand </li></ul><ul><li>Let everyone have a go </li></ul><ul><li>Keep to a time </li></ul>Slide
    7. 8. <ul><li>What does Sustainability mean to you? </li></ul><ul><li>Who do you think is responsible for achieving it? </li></ul>
    8. 10. Un-sustainability?
    9. 13. Steady State?
    10. 14. Are things getting worse? © 2009 The Natural Step Declining resources and ecosystem services Increasing demand for resources and ecosystem services Unsustainability Sustainable Society
    11. 15. Declining
    12. 16. Oil
    13. 17. Arable Land
    14. 18. Global Fisheries
    15. 20. Languages
    16. 21. Increasing
    17. 22. Population U.S. Bureau of the Census
    18. 23. Carbon Dioxide Emissions
    19. 24. Temperature
    20. 25. Species Extinctions Reid & Miller (1989)
    21. 26. Nitrogen Fluxes Mackenzie et al (2002)
    22. 28. Flatline
    23. 29. GDP vs. Happiness
    24. 30. Is the Sky Falling?
    25. 31. Or are things getting better? Gapminder
    26. 32. Have we ever dealt with this before?
    27. 33. Many, many times
    28. 34. Our Island  2008 The Natural Step
    29. 36. Good News for a Change?
    30. 37. A Challenge beyond Environmentalism! ENDS = Happy People MEANS = Society and Economy INPUTS = One Planet
    31. 39. Towards Sustainability
    32. 40. Sustainability <ul><li>Sustainability is the ability of our city-region to continue its activities and maintain its health and resilience for the long-term . </li></ul><ul><li>Sustainable development is ‘ development that meets the needs of present generations without compromising the ability of future generations to meet their own needs' [ 1] . </li></ul><ul><li>The City of Geraldton-Greenough recognises that city-region’s development is currently compromising the ability of future generations to meet their needs , and have defined a vision for change. </li></ul><ul><li>The City is committed to the vision of a “delightfully diverse, safe, healthy and just city-region, with clean air, water, soil and power – economically, equitably, ecologically and elegantly enjoyed” [ 2] . </li></ul>
    33. 41. Five Dimensions
    34. 42. <ul><li>ENVIRONMENTAL systems and services from our ecological and built assets are not systematically degraded through over-extraction, pollution or physically degradation such that we can have a safe and healthy… </li></ul><ul><li>SOCIETY where services are resilient to change and able to meet fundamental human needs. Increasing our effectiveness at meeting those needs within environmental constraints requires effective and transparent…. </li></ul><ul><li>GOVERNANCE processes and institutions. Our governance must be participatory, inclusive and empower local decision-making and regional autonomy. Regional autonomy will provide the conditions for local… </li></ul><ul><li>ECONOMIC development using our assets to support diverse and growing employment opportunities. Attending to these first four dimensions will support an evolving… </li></ul><ul><li>CULTURE reflecting community values and aspirations for our human non-material needs such as identity, lifestyle, creativity, and freedom. </li></ul>
    35. 43. Beyond Sustainability to Positive Development and Generativity? -1 0 +1
    36. 44. <ul><li>Live Now </li></ul><ul><li>Plan for the Future </li></ul><ul><li>Use the Past </li></ul>
    37. 45. Backcasting 1. Begin with the end in mind 2. Move backwards from the vision to the present 3. Move step by step towards the vision Present Future moving step by step We cannot see into the future but we can envision it! © 2009 The Natural Step Visioning
    38. 47. 3 examples from your lives? <ul><li>One that is contributing to un-sustainability? </li></ul><ul><li>One that is moving us towards sustainability? </li></ul><ul><li>One that is utterly positive? </li></ul><ul><li>For example… </li></ul>
    39. 48. BREAK
    40. 49. So! <ul><li>We do Know </li></ul><ul><li>What is unsustainability, and what we are doing wrong </li></ul><ul><li>What a desirable, alternative future looks like, </li></ul><ul><li>And we also DON’T Know </li></ul><ul><li>How to get there, </li></ul><ul><li>How to work together (because we can’t get there alone) </li></ul>
    41. 51. <ul><li>The number one barrier to bringing about sustainability is leadership – from all of us in every way, to </li></ul><ul><li>‘ show the way by going in advance ‘ </li></ul>
    42. 52. Our Actions can ripple out…
    43. 54. <ul><ul><li>There is a link between ‘ inner ’ (personal & cultural development, and organisational values) and ‘ outer ’ (organisational, business, market, sustainable) developmen t; </li></ul></ul><ul><ul><li>Real innovation and transformation, and the biggest leverage points for integrating sustainability, occur in the ‘ interior ’: individual's mindsets and values, and organisation’s cultures; </li></ul></ul><ul><ul><li>Inter-subjective, dialogic processes, like coaching , are the most powerful and effective way to accelerate leadership development and adoption of new values and culture. These methods foster innovation and accelerate ‘outer’ development of sustainable organisations and society. </li></ul></ul>
    44. 55. Psychology Matters!
    45. 57. Habits Skills Behaviour Culture Norms Mindsets Values Knowledge
    46. 58. Change Agents in Action Graphic by J.M. Fisher, Preston, Lancashire, England; Anxiety Can I cope ? Happiness At last something’s going to change ! Fear What impact will this have? How will it affect me? Threat This is bigger than I thought! Guilt Did I really do that Depression Who am I? Gradual Acceptance I can see myself in the future Moving Forward This can work and be good Hostility I’ll make this work if it kills me!! © J M Fisher Denial Change? What Change? Disillusionment I’m off!! … this isn’t for me!
    47. 59. Thinking Smart, Being Smart
    48. 60. Three things that can help us leverage change <ul><li>Understanding Behaviour Change </li></ul><ul><li>Practicing Goal Setting </li></ul><ul><li>Engaging in Peer Coaching </li></ul>
    49. 61. Behaviour Change
    50. 62. Behaviour Change Model
    51. 63. Awareness and Motivation
    52. 64. Capacity and Commitment
    53. 65. Supportive Environment
    54. 66. Goal Setting
    55. 67. Why Use Goals? <ul><li>Natural part of daily life (conscious or un-conscious) </li></ul><ul><li>They work </li></ul><ul><ul><li>They focus you </li></ul></ul><ul><ul><li>They commit you </li></ul></ul><ul><ul><li>They motivate you </li></ul></ul>
    56. 68. The science of successful goals <ul><li>“ Whatever you can do or dream you can do, begin it. Boldness has genius, power magic in it. Begin it now.” – Goethe </li></ul><ul><li>“ Man is a goal seeking animal. His life only has meaning if he is reaching out and striving for his goals ” Aristotle </li></ul>
    57. 69. <ul><li>Live Now </li></ul><ul><li>Plan for the Future </li></ul><ul><li>Use the Past </li></ul>
    58. 70. Backcasting 1. Begin with the end in mind 2. Move backwards from the vision to the present 3. Move step by step towards the vision Present Future moving step by step We cannot see into the future but we can envision it! © 2009 The Natural Step Visioning
    59. 71. What are the barriers to setting achievable goals? <ul><li>Lack of knowledge </li></ul><ul><li>Don’t know about it </li></ul><ul><li>My mates don’t do it </li></ul><ul><li>Apathy </li></ul><ul><li>No time </li></ul><ul><li>Not convinced they work </li></ul><ul><li>Haven’t worked in the past </li></ul><ul><li>Fear of success </li></ul><ul><li>Fear of failure </li></ul><ul><li>Conditioning </li></ul>
    60. 72. How to design GREAT goals <ul><li>Specific, Measurable and When by: </li></ul><ul><ul><li>Yes or No rule </li></ul></ul><ul><ul><li>No wriggle rule </li></ul></ul><ul><li>What would be the benefits? </li></ul><ul><li>Identify the barriers that might stop you, and how you would work around them. </li></ul><ul><li>Allow how you achieve your goal to be flexible </li></ul><ul><li>Visualise having achieved it. </li></ul><ul><li>Write it down and sign it, then share it. </li></ul>
    61. 73. Your Subconscious Slide
    62. 74. How to use the Subconscious <ul><li>Creative thinking brain </li></ul><ul><li>Most of the work behind the scenes </li></ul><ul><li>Believes everything as fact </li></ul><ul><li>Takes the language you use literally </li></ul><ul><li>Takes direction from your conscious mind </li></ul><ul><li>Works on repetition and reinforcement </li></ul>
    63. 75. Goals and Successful Language <ul><li>Language is a symbol of your experiences and the language you use affects your world </li></ul><ul><li>Feeds the subconscious </li></ul><ul><li>Language influence s what we do & who we are. </li></ul>I should I could I would I cant I want I am a loser I can I am I have I choose I create I am a winner
    64. 76. Living Smart Goal Setting Card
    65. 78. Create a goal <ul><li>One thing you have always wanted to do </li></ul><ul><li>Write it down </li></ul><ul><li>Refine it using the guide </li></ul><ul><li>List the ‘barriers and ‘reasons why not’ ’ on LHS, ‘benefits and cans’ on RHS </li></ul><ul><li>Take some time to visualise achieving it </li></ul>
    66. 79. For example, to work on: <ul><li>Your household ecological footprint </li></ul><ul><li>A five year visualisation exercise for yourself, your house, your street </li></ul><ul><li>Reviewing the materials </li></ul><ul><li>Other well-designed goals </li></ul>Slide
    67. 80. Peer Coaching
    68. 81. Sharing is Caring Slide
    69. 82. Because we are all different…
    70. 83. And taking on a big challenge…
    71. 84. Because we are all different… And we are not islands unto ourselves…
    72. 85. We need to support each other in a flexible way that creates a culture of success…This is COACHING Slide
    73. 86. Integrity Mutuality Sustainability
    74. 87. <ul><li>A coach helps someone become the best person they can be, helping them achieve their goals along the way. </li></ul>
    75. 88. What is coaching? <ul><li>Coaching involves use of: </li></ul><ul><ul><li>questions, specific exercises, thinking games and coaching tools relevant to the specific field; </li></ul></ul><ul><ul><li>learning from feedback; and </li></ul></ul><ul><ul><li>experiencing what works best for the person being coached. </li></ul></ul><ul><li>Two key things you can do as a peer or coach are to: </li></ul><ul><ul><li>Look for blindspots (things the other person can’t see for themselves) </li></ul></ul><ul><ul><li>Use straight talk – clear and compassionate communication that helps others see their own blindspots </li></ul></ul>
    76. 89. <ul><li>Spend 5 minutes working on the Coaching Kick-Off Questions </li></ul><ul><li>Then talk with a partner… </li></ul>
    77. 90. <ul><ul><li>What three words to describe you when you’re at your best? </li></ul></ul><ul><ul><li>Your two most developed life skills? </li></ul></ul><ul><ul><li>What one thing are you proud of having achieved in your life, and what did that teach you about your potential? </li></ul></ul><ul><li>AND </li></ul><ul><ul><li>How do you like to receive feedback? </li></ul></ul>Coaching Kick-Off
    78. 92. Review and Looking Forward <ul><li>This Session – What did you Learn </li></ul><ul><ul><li>Sustainability </li></ul></ul><ul><ul><li>Tools for Learning and Change </li></ul></ul><ul><li>What Worked, and What could be Improved </li></ul><ul><li>Field trip dates </li></ul><ul><li>Preparation for next week </li></ul><ul><li>THANKYOU! </li></ul>
    79. 93. END
    80. 94. Additional Slides
    81. 95. Response Time
    82. 96. eliminate our contribution to a systematic increase in the build up of substances taken from the earth's crust eliminate our contribution to a systematic increase in the build up of substances produced by society eliminate our contribution to systematic degradation of natural systems by physical means Sustainability Principles In a sustainable future, we want to... to eliminate our contribution to creating barriers that undermine people's capacity to meet their needs
    83. 98. Wombat
    84. 99. Impossible Hamster
    85. 100. ABC 2050 scenario – but be sure to play then pause after the ads
    86. 101. ! Reverend Billy 1:00 it gets good
    87. 102. Theory of Change <ul><li>Mindsets </li></ul><ul><ul><li>Awareness </li></ul></ul><ul><ul><li>Education </li></ul></ul><ul><li>Culture </li></ul><ul><ul><li>Celebrations </li></ul></ul><ul><ul><li>Cases </li></ul></ul><ul><ul><li>Role Models </li></ul></ul><ul><ul><li>Leadership </li></ul></ul><ul><li>Behaviour </li></ul><ul><ul><li>Options </li></ul></ul><ul><ul><li>Incentives </li></ul></ul><ul><ul><li>Social Marketing </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><li>Systems </li></ul><ul><ul><li>Laws & Regulations </li></ul></ul><ul><ul><li>Pricing </li></ul></ul><ul><ul><li>Compliance </li></ul></ul><ul><ul><li>Advocacy and lobbying </li></ul></ul>
    88. 103. Innovators 5% 13% Early adopter Early majority 30% Late Majority 35% Laggard 10% Pioneers Prospectors Settlers
    89. 104. Who is ‘Us’ and who are ‘Them’?