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R e g e n e r a t i v e L e a d e r s h i p:
A Theory for Transforming People and Organizations for
 Sustainability in Bus...
FRAMEWORK OF SUSTAINABILITY


                           Natural
                           Environment

                 ...
Framework 2 – (Senge et al 2008)
         Environment

           Society



           Economy




                      ...
• Comparative research into sustainability leadership across domains is limited, and
focuses primarily on specific issues ...
Research Questions

1. What are the similarities and differences between the
developmental experiences of sustainability l...
Conceptual Framework: The Sustainability Journey
                                                            CONTEXTS
    ...
Organizing Framework

           1 ID                        INDIVIDUAL                          2 IB

           Personal...
Methodology
GROUNDED THEORY (Glaser & Strauss, 1967)              Data Collection
Sampling Plan                           ...
Michael Singer        Michael Singer Studio
                Martin Melaver        CEO, Melaver, Inc., Real Estate
     Bus...
DATA ANALYSIS
                                                                                                            ...
FINDINGS: Quantitative
   50%                                                                                             ...
FINDINGS: Qualitative                                                                                     CONTEXTS
       ...
REGENERATIVE LEADERSHIP
                           EXTERIOR / OBJECTIVE WORLD
              Personal behaviors,           ...
• To the people of poor nations, we pledge to work
  alongside you to make your farms flourish and let
  clean waters flow...
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Regenerative Leadership

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Sustainability leadership in business, education, and community

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Transcript of "Regenerative Leadership"

  1. 1. R e g e n e r a t i v e L e a d e r s h i p: A Theory for Transforming People and Organizations for Sustainability in Business, Education, and Community John Hardman February 2009 This is the greatest moral and social challenge humankind has ever faced Tony Cortese, 2009
  2. 2. FRAMEWORK OF SUSTAINABILITY Natural Environment Bearable Viable Sustainable Social Economic Equitable Environment Environment Education Brundtland Commission Report 1987 “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needsquot; 2
  3. 3. Framework 2 – (Senge et al 2008) Environment Society Economy 3
  4. 4. • Comparative research into sustainability leadership across domains is limited, and focuses primarily on specific issues of sustainable development as opposed to leadership and organizational change. One study focused on business leadership. • Sustainability efforts, and by extension research, tend to focus on isolated issues (e.g. environmental degradation, poverty, curriculum reform). • None of the research reviewed has compared or contrasted the developmental experiences of leaders engaged in sustainability efforts in business, education, and community. • To establish COMMONALITIES AND/OR DIFFERENCES between the developmental experiences of leaders who have successfully embedded sustainable development for sustainability in business, education, and community, AND between the change strategies they utilize to move their organizations to greater degrees of sustainability. 4
  5. 5. Research Questions 1. What are the similarities and differences between the developmental experiences of sustainability leaders across the domains of business, education, and community? 2. What are the similarities and differences between the change strategies they utilize to move their organizations towards greater degrees of sustainability? 5
  6. 6. Conceptual Framework: The Sustainability Journey CONTEXTS Development Individual Local/Organizational Global LEVEL 3 Natural Environment Bearable Viable Sustainable Social Economic Environment Equitable Environment MINDSET/BEHAVIOURS LEVEL 2 INDIVIDUAL LEVEL 1 Weak Moderate Strong COLLECTIVE MINDSET/BEHAVIORS 6
  7. 7. Organizing Framework 1 ID INDIVIDUAL 2 IB Personal mindset, Personal behaviors, purpose, and competencies, and worldview skills What I understand, think, What do I do, and how well EXTERIOR believe and feel. do I do it? INTERIOR What WE understand, What do WE do, and how think, believe and feel well do we do it? together. Collective mindset, Collective behaviors, culture, purpose and systems, competencies, worldview and skills 3 CD 4 CB COLLECTIVE Adapted from the Integral Vision of Ken Wilber 7
  8. 8. Methodology GROUNDED THEORY (Glaser & Strauss, 1967) Data Collection Sampling Plan • Structured interviews • Purposeful sampling (Merriam, 1997) • Organizational documentation • Snowball sampling for additional subjects (Miles & Huberman, 1994) Analysis and Discussion of Findings • 24 participants (8 from each domain) • Excel coding process • 3 years leading successful sustainability efforts • Cross analysis • Theory development 8
  9. 9. Michael Singer Michael Singer Studio Martin Melaver CEO, Melaver, Inc., Real Estate Business Joe Laur Greenopolis, Waste Management/Co-founder, Sustainability Consortium of the Society for Organizational Learning (SOL) Gregor Barnum Director of Corporate Consciousness, 7th Generation Darcy Winslow Senior Advisor, NIKE Foundation Roger Vardan General Motors/Founder of Strata-Gems Seetha C.Kammula Shell/Founder of Simply Sustain LLC Wally Sanger President, Royal Concrete Concepts Eve Williams Building Projects Manager, City of Tallahassee Cecilia Campoverde Founder, The Guatemalan Project Jim Murley Secretary of Community Affairs, Florida, Executive Director, Center for Urban and Community SAMPLE Environmental Solutions (CUES) at Florida Atlantic University (FAU), Chair of the Florida Energy and Climate Change Commission Rebecca Bardach United Nations High Commission for Refugees and the Center for International Migration and Integration of the American Jewish Joint Distribution Committee Debbie Koristz Assistant Director of Israel & Overseas Projects, Jewish Federation of Palm Beach County Steve Seibert Executive Director, Century Commission for a Sustainable Florida Nathan Burrell Founder, The Honey Project, President of the Minority E-Commerce Association, Inc. (MECA John Elkington Founder, Volans Ventures, Visiting Professor, Doughty Centre for Corporate Responsibility, School of Management, Cranfield University, UK MaryBeth Burton Assoc. Director, Center for Urban and Environmental Solutions (FAU) Leonard Berry Director, Florida Center of Environmental Studies Daniel Meeroff Prof. of Environmental Sciences/Dept. of Civil Engineering (FAU) Education Jaap Vos Associate Professor and Chair of the Department of Urban & Regional Planning, Florida Atlantic University Judy Walton President, Association for the Advancement of Sustainability in Higher Education (AASHE) Jean MacGregor Director, Washington Center for Improving the Quality of Undergraduate Education, Evergreen State University Anthony Cortese President, Second Nature Mitchell Thomashow President, Unity College, Maine 9
  10. 10. DATA ANALYSIS CONTEXT Sample Interview Questions DOMAINS AQAL Forces Drivers/Motivating factors/Facilitators Challenges/Obstacles/Impeders ENGAGEMENT LEADERSHIP Regeneration 3 Turning Points 2 Leadership 5 Strategies 1 Definition Change Nationality 4 Mindset 6 Agenda Domain Gender Subject 7 Other 1 2 3 4 Quote Initial Race Keywords/ Phrases ID IB CD CB 168 237 366 332 1099 401 249 2814 517 414 585 922 685 1598 152 56 13 140 117 I have a problem with the word. I think it’s working today because the 1 B MS W M US 1 word brands a practice, brands a theory. 1 1 It implies that we are sustaining something that we've already put into operation and I think we've got to actually transform the idea of sustainability, move beyond what we’ve put into operation, not try to maintain or sustain what we have for our children and grandchildren any more than sustaining a bad relationship. Do you want to sustain 1 B MS W M US 1 that? 1 1 1 B MS W M US 1 I much prefer the concept of regeneration. 1 1 1 A regenerative practice is one that looks at how any action that we 1 B MS W M US 1 take in a built or social environment, results in change. 1 1 1 1 1 We can also take actions that catalyze and evolve towards healthier 1 B MS W M US 1 situations, better situations. 1 1 1 We, of course, can also take actions that evolve towards negative or 1 B MS W M US 1 degenerative situations. 1 1 10
  11. 11. FINDINGS: Quantitative 50% 47% 45% Distribution of responses across domains 2814 lines of text 40% 35% 34% 35% 30% 25% 20% 16% 15% 14% 13% 13% 14% 15% 10% 12% 11% 8% 9% 10% 7% 8% 6% 6% 10% 5% 6% 5% 0% 6 Agenda 6 Agenda 6 Agenda 3 Turning Point 3 Turning Point 3 Turning Point 5 Strategies 5 Strategies 5 Strategies 1 Definition 1 Definition 1 Definition 7 Other 7 Other 7 Other 4 Mindset 4 Mindset 4 Mindset 2 Leadership 2 Leadership 2 Leadership Business Community Education Distribution of responses across the organizing framework - Inter-rater reliability 97.4% 45%1 ID INDIVIDUAL 2 IB 41% 37% 40% 36% Personal Personal 35% mindset, behaviors, 30% purpose, and 26% competencies, 25% INTERIOR 25% worldview 21% and skills 21% EXTERIOR 21% 20% 21% 20% 17% 14% 15% Collective Collective 10% mindset, behaviors, 5% culture, systems, purpose and competencies, 0% worldview and skills ID IB CD CB ID IB CD CB ID IB CD CB 3 CD COLLECTIVE 4 CB Business Community Education 11
  12. 12. FINDINGS: Qualitative CONTEXTS INTEGRATED WORLDVIEW Individual Local/Organizational Global LEVEL 3 •Awakening •Non-charismatic transforming Backcasting ENGAGED •Heightened sense of purpose leadership (higher purpose is the Triple loop learning •Vision beyond sustainability driver) Transconceptual dynamics World-centric (All of Us) •Systems thinking, everything is •Multi-stakeholder engagement Third order change Post-conventional moral interconnected – Global ethics •Literally everyone is critical to Circular organization development •Intra & intergenerational (future) the decision making process Triple top line: “How can we (Kohlberg) INDIVIDUAL MINDSET /BEHAVIORS •Urgency •“Leadership from within” “Check grow prosperity, celebrate our •Fearlessness – courage your ego and logo at the door” community, and enhance the •“Inner work” •“Bring everybody involved to the health of all species?” •“… more important than me” table before you begin” •“… butterfly mindset” •“Florida 2060” •“I get in people’s faces, but in a nice way” LEVEL 2 •Compliance in isolation •Weighting between compliance Global efforts that show COMPLIANT/COMMITTED •Ethno-centric ethics and commitment in some areas commitment to Ethno-centric (Us) •Local perspective (e.g. economics, and/or local/organizational agenda Conventional •Mid -term vision education, environment and Integration stronger than (Kohlberg) social justice) compliance and fragmentation LEVEL 1 •Self-serving ethics •Partial compliance with Forced compliance with RESISTANT/SKEPTICAL •Short-term vision fragmented external policy and integrated external policy and Self-centered (Me) •Distrustful of evidence regulation regulation Pre-conventional •“Fear and greed” •Single bottom line “Sticks and carrots” (Kohlberg) •“Silo effect” FRAGMENTED WORLDVIEW Level 1 (Weak Sustainability) Level 2 (Moderate Sustainability) Level 3 (Strong Sustainability) 12 COLLECTIVE MINDSET/BEHAVIORS
  13. 13. REGENERATIVE LEADERSHIP EXTERIOR / OBJECTIVE WORLD Personal behaviors, Collective behaviors, competencies, and skills systems, competencies, and skills •Non-charismatic, purpose- •Backcasting driven leadership •Third-order change •Iterative observation •Collective strategy to •Deep listening prototype and mainstream •Multi-stakeholder best solutions for ideal COLLECTIVE COLLECTIVE COLLECTIVE COLLECTIVE engagement futures (triple-top line) INDIVIDUAL 2 4 Field of Engagement & Emerging Consciousness Personal mindset, 1 3 Collective mindset, purpose, and worldview culture, purpose and worldview •Awakening to a heightened •Fostering collective sense of purpose purpose through •Creative intelligence generative conversation •Systems thinking •Transconceptual •Global ethics dynamics •Emerging futures •Triple-loop learning Circular organization INTERIOR / SUBJECTIVE WORLD © 2009 John Hardman – All rights reserved
  14. 14. • To the people of poor nations, we pledge to work alongside you to make your farms flourish and let clean waters flow; to nourish starved bodies and feed hungry minds. And to those nations like ours that enjoy relative plenty, we say we can no longer afford indifference to suffering outside our borders; nor can we consume the world's resources without regard to effect. For the world has changed, and we must change with it. Barack Obama, Inaugural Address, January 20, 2009 14
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