LEADING FOR REGENERATIONRESTORE THE PRESENT – REDESIGN THE FUTURE Theory of ChangeBehaviors make change happen, but they can only be asgood as the inner operating system that drives them. OUR CONSCIOUSNESSThis requires a mindset willing to re-focus itsattention on its inner operating system before it canrestore the present and redesign the future.
RegenerativeLeadership EXTERIOR / OBJECTIVE WORLDFramework Personal Collective LEADERSHIP behaviors, competencies, an behaviors, systems, compet •Purpose- d skills encies, and skills •Backcasting driven •Purpose-driven leadership •Third-order change •Shared •Iterative observation •Collective strategy to •Iterative •Deep listening prototype and mainstream •Multi-stakeholder best solutions for ideal COLLECTIVE INDIVIDUAL engagement futures (triple-top line) 2 4 Field of Engagement & Emerging Consciousness Personal mindset, 1 3 Collective purpose, and worldview mindset, culture, purpose and worldview •Awakening to a heightened sense of purpose •Fostering collective •Creative intelligence purpose through generative •Systems thinking conversation •Global ethics •Transconceptual dynamics •Emerging futures •Triple-loop learning Circular Systems of Collaboration INTERIOR / SUBJECTIVE WORLD
The Principles of Sustainability “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs" Brundtland Commission Report 1987KEY CONCEPTS OF SUSTAINABLE DEVELOPMENT• The concept of needs, in particular the essential needs of theworld’s poor, to which overriding priority should be given; and• The idea of limitations imposed by the state of technology andsocial organization on the environment’s ability to meet presentand future needs.”
The Natural Step (Karl Henrik Robèrt, 1991) To become a sustainable society we must...:1. eliminate our contribution to the 2. eliminate our contribution to theprogressive buildup of substances progressive buildup of chemicals andextracted from the Earths crust (for compounds produced by society (forexample, heavy metals and fossil fuels) example, dioxins, PCBs, and DDT )3. eliminate our contribution to the 4. eliminate our contribution to conditionsprogressive physical degradation and that undermine people’s capacity to meetdestruction of nature and natural their basic human needs (forprocesses (for example, over harvesting example, unsafe working conditions and notforests and paving over critical wildlife enough pay to live on).habitat); and
Life Cycle Assessment Are we obeying natures laws? Design for Environment REGENERATION ECOLOGY Industrial Ecology FRACTAL Resource management Eco-effectiveness/upcycle Environmental & social Industrial Re-evolution health & wellbeing Cradle to Cradle Aesthetic design EQUITY/ECOLOGY ECOLOGY/ECONOMICS REGENERATIVEHow is this product/service going Is our ecological strategy profitable? PRACTICE &to affect future generations? SUSTAINABILITY Greening of business Reduce exposure of workers/ Eco-efficiency/reduce/reuse/recycle customers to toxins in the Cradle to grave workplace/home EQUITY ECONOMICS Do people respect one EQUITY/ECONOMICS Can I make or provide my another? Are men and women paid fairly and equally? product or service at a profit? Social justice Corporate social responsibility Economism (Brandt, 2004) Free trade Fair trade Communist Manifesto (Marx & Exploitation Inclusion Engels, 1848) Fair wages Free market capitalism Union management Stakeholder management Shareholder management Based on Sierpinskis triangle and the fractal geometry of Benoit Mandelbrot (1975)
Levels of Systems Thinking (Alan AtKisson, 2009)Beginning Intermediate AdvancedModeling of Modeling of Modeling ofsystem elements system structures system dynamicsSeeing multiple linkages Differentiating among Quantification ofamong elements stocks, flows, feedback stocks and flows loopsSystems mapping with Formal Use of math tocause-and-effect chains causal loop diagrams mimic system behaviors(and some loops)Generates Generates Generatesnew ideas for change new insights about computer models system behavior for scenario exploration and validation against real world cases
Regenerative Strategy Cycle Step 1: Situational Analysis Step 2: Strategy Where are we now? Where do we want to go and Research: why? • Regenerative Capacity Index • Vision development • Interviews • Backcasting Strategy • Baseline data collection & analysis • Generative Conversations • Crossed-SWOT analysis Main Question: What is the most important change that we want to make? Process: How will we get Step 3: ImplementationStep 5: Assessment & Evaluation How are we going to get there?How will we know that we have all our stakeholders • Regenerative Leadershiparrived? committed and capable of Framework• Report performance against driving this change? • Integrated Design Processobjectives • Appreciative Inquiry• Institutionalize changes • Action Learning• Refine/redefine Main Question Step 4: Sustaining How will we know that we are on the right track? • Monitor implementation • Refine Main Question • Mid-course corrections • Celebrate short term wins • World Cafe
Step 1: Situational AnalysisRegenerative Capacity Index
The Seven Blunders and Interventions for Sustainability Seven Blunders of Sustainability Seven Interventions for Sustainability 1. Patriarchal Thinking That Leads to a 1. Change the Dominant Mindset Through the False Sense of Security Imperative of Achieving Sustainability 2. ‘Siloed’ Approach to Environmental 2. Rearrange the Parts by Organizing Sustainability and Socioeconomic Issues. Transition Teams 3. No Clear Vision of Sustainability 3. Change Goals by Crafting an Ideal Vision and Guiding Sustainability Principles 4. Confusion over Cause and Effect 4. Restructure the Rules of Engagement by Adopting New Strategies 5. Lack of Information 5. Shift Information Flows through the Organization by Tirelessly Communicating the Need, Vision, and Strategies for Achieving Sustainability 6. Insufficient Mechanisms for 6. Correct Feedback Loops by Encouraging and Learning Rewarding Learning and Innovation 7. Failure to Institutionalize 7. Adjust the Parameters by Aligning Systems and Sustainability Structures with SustainabilityDoppelt, B. (2003). Leading change toward sustainability: A change-management guide forbusiness, government, and civil society. Sheffield, UK: Greenleaf Publishing.
Step 2: Strategy (Business & Industry) TOMORROW Strategy: Clean Technology Strategy: Develop the Sustainability Vision Drivers Drivers sustainable Create a shared • Climate competencies of the roadmap to meet unmet Change future needs • Disruption • Resource • Clean Tech Payoff: Payoff: Depletion • Footprint Innovation & • Poverty Sustainable Growth Repositioning Trajectory SUSTAINABLE INTERNAL EXTERNAL VALUE Drivers Strategy: Strategy: Drivers Pollution Prevention Product Stewardship • Pollution Minimize waste and Integrate stakeholder • Civil • Material emissions from views into business Society Consumption operations process • Transparency • Waste Payoff: • Connectivity Payoff: Cost & Risk Reduction Reputation & Legitimacy TODAYSustainable Value Framework : Senge et al. (2008). The necessary revolution. Used with permission.
Step 2: Strategy (Cont’d)FACILITIESPoints Practice Incubator Initiative Integrated Sustainability – Competency and Opportunity Rating & Evaluation 1 point 3 points 9 points Energy: Reduce At least every 5 years, Have in place systems Purchase or produce at SCORE Results--All Functions environmental and Sectors conduct an energy Functions 80% renewable for monitoring and least social impacts audit and act on the Rating (0-9) reducing impacts from energy (electricity and •Services with 0 associated 3 6 results. 9 •Senior management both equipment and other fuels). •Manufacturing energyTop Management use through 1.0 1.5 •Facilities human behavior (e.g., Demonstrate conservation, and •Humanoff lights and reductions in energy turning •GovernmentFacilities 1.4 2.2 renewables. Resources significant overall computers). Purchase Human resources 1.0 1.9 •Purchasing 2.0 at least 25% renewable 0.0 1.0 3.0 consumption. 4.0 Coming soon 0.0 •Office Operations Sust Mgmt System energy. Office operations •Travel waste facility. 1.7Conducton waste audit employees and haulers Achieve zero waste (at Waste: Move toward a Provide incentives for •Environmental Affairs 90% reduction in Function Vision a zero 0.8 and act the results. least •Spas Purchasing 1.0 Educate staff about •Marketing/Public Relationsgoing to Strategy EXECUTIVES to divert resources solid waste Environmental Communication/Educ. •Construction affairs 1.9 •Finance/Accountingthe landfill) while reducing consumption. from the waste stream. 1.6 Commitment 1.1 Have systems in place Marketing/PR 2.1 •Sustainability Coordinator residual Implementation directing for waste reduction products to the “next Finance/Accounting 0.8 2.0 (e.g., recycling is easier, •Information/Communication Transparency best use” whenever Sustainability 0.5 monitoring and Technology (coming soon) Reporting practical. director/coordinator 1.3 feedback systems, Client signage). Benchmark
Step 2: Strategy (Corporations, communities, cities,government) Defining Training Orienting Educating Measuring Planning Assessing Teambuilding Engaging Building Consensus The ISIS Accelerator Tools for Sustainability Training for Change Focusing Strategizing Change Formal Planning Changing Organizing Spreading Finding Niches Replicating Evaluating
Step 2: Strategy (Education)Infusing Sustainability in the Curriculum
Generative DialogueIn the new economy conversations are the most important form of work. Alan Webber (1993) Harvard Business Review 4 3 1 2
Appreciative Inquiry: A positive Revolution in Change David Cooperrider & Diana WhitneyThe co-evolutionary search for the best in people, their organizations, and therelevant world around them.
Shifting the FOCUS and TONE (adapted from Roberts, 2008)From SUSTAINABLE To REGENERATIVE Responsibility Inspiration Obligation Opportunity Organizational PersonalWhat’s to be done? What can I do? Limits Possibilities Global issues Individual passion Respect Love Hope for planet Faith in people
Leading for RegenerationRestore the Present – Redesign the Future Regenerative Organizations John Hardman, Ph.D. email@example.com http://regenerativeorganizations.com