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Rl earth2

  1. 1. Leading for RegenerationRedefining who we are – Redesigning what we do Regenerative Organizations John Hardman, Ph.D. jhardman@regenerativeorganizations.com http://regenerativeorganizations.com
  2. 2. RestorethePresentRedesigntheFuture
  3. 3. OptionsHomo Sapiens? vs. Homo Integralis
  4. 4. •From linear models of operation Natural Post- Manufacturing Capital consumer TAKE MAKE WASTE © 2010 – Unruh, G. (Earth, Inc.)
  5. 5. to Integrated SystemsGrowing prosperity, celebrating community, enhancing the health of allspecies for all time (McDonough & Braungart, 2002) Product manufacturing hierarchy Product Product level Shallow- loop Components level recycling Deep-loop Materials level recycling© 2010 – Unruh, G. (Earth, Inc.)
  6. 6. The Bottom Line: U.S. Sustainable Business Development & Investing35 3430 2825 2020 Billions (USD)151050 © 2011 – Enviance (https://www.enviance.com/registration/landing138.aspx)
  7. 7. 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.
  8. 8. Integrated Worldview (the whole picture) Regenerative Capacity Index (RCI) Engagement +75% Commitment 51 – 75% The Journeyto Regeneration Compliance 26 – 50% Skepticism 11 – 25% Ignorance/Resistance -10% Fragmented Worldview
  9. 9. 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
  10. 10. THE JOURNEY OF INDIVIDUALS AND ORGANIZATIONS TO REGENERATION INTEGRATED WORLDVIEW Individual Local/Organizational Global •Awakening •Humility and courage from non- Backcasting •Heightened sense of purpose charismatic transforming Triple loop learning LEVEL 3 •Vision beyond sustainability leadership (higher purpose is the Transconceptual dynamics ENGAGED •Systems thinking, everything is driver) Third order change interconnected – Global ethics •Multi-stakeholder engagement Circular organization World-centric (All of Us) •Intra & intergenerational (future) •Literally everyone is critical to Triple top line: “How can weINDIVIDUAL MINDSET /BEHAVIORS Post-conventional moral •Urgency the decision making process grow prosperity, celebrate our development •Fearlessness – courage •“Leadership from within” “Check community, and enhance the (Kohlberg) •“Inner work” your ego and logo at the door” health of all species?” •“… more important than me” •“Bring everybody involved to the •“… butterfly mindset” table before you begin” •“I get in people’s faces, but in a •“Strategic planning for 50 years” 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) 10 © 2009 John Hardman – All rights reserved COLLECTIVE MINDSET/BEHAVIORS
  11. 11. Other Frameworks
  12. 12. 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.”
  13. 13. 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
  14. 14. 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)
  15. 15. 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
  16. 16. Tools
  17. 17. 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
  18. 18. Step 1: Situational AnalysisRegenerative Capacity Index
  19. 19. 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.
  20. 20. 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.
  21. 21. 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
  22. 22. 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
  23. 23. Step 2: Strategy (Education)Infusing Sustainability in the Curriculum
  24. 24. Conventional Design Silo In a conventional “silo” process, the client works mostly Client with an architect, while various engineers (electrical, civil, mechanical, etc .) and specialists in acoustics, lighting, stormwater Architect Contractor management, etc., work in isolation from each other. Landscape Primary Engineers Architect Specialists Secondary Specialists© Copyright 2009 Center for Ecoliteracy . Used with permission. The diagrams in this and the following slide were originally published in Smart by Nature: Schooling for Sustainability by Michael K. Stone/Center for Ecoliteracy. For more information, visit www.ecoliteracy.org.
  25. 25. Integrated Design Process SpecialistsIn an integrated designprocess, keystakeholders begincollaborating as early Interdisciplinaryas possible in order to Consultantsdesign and constructthe most efficient and Architect Clienteffective whole system.(With the appropriate Facilitatorskillset, the client can Project Commissionoperate as the Manager -ing Agentfacilitator). Contractor© Copyright 2009 Center for Ecoliteracy Users
  26. 26. Generative DialogueIn the new economy conversations are the most important form of work. Alan Webber (1993) Harvard Business Review 4 3 1 2
  27. 27. 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.
  28. 28. 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
  29. 29. Leading for RegenerationRestore the Present – Redesign the Future Regenerative Organizations John Hardman, Ph.D. jhardman@regenerativeorganizations.com http://regenerativeorganizations.com