This document discusses distinct levels of sustainability thinking and involvement for organizations. It presents the Sustainability Evolution and Involvement Model, which shows there are distinct levels of development in sustainability thinking and frameworks. The model helps organizations assess where they are and select appropriate frameworks. Higher levels move from a themes approach to a whole systems approach, recognizing interrelationships. Exemplary leadership involves sustainability in an organization's vision and strategy. Measurement is also important to guide progress towards higher levels of excellence.

1. Distinct Levels of Development in Sustainability Thinking for Organizations
Sustainability - An Ongoing Journey with Distinct Levels
By Michiel Doorn M.E. and Edwin Janssen M.Sc
Sustainability, stewardship, green design, social responsibility – many interpretations of the same
topic – are all gaining prominence in the operations of today's leading organizations. Linked to
the topic of sustainability are numerous concepts, tools, labels, certification programs,
frameworks, as well as measurement, management and reporting systems.
How do you see the forest through all the green trees? (Read More)

2. Sustainability - An Ongoing Journey with Distinct Levels
By Michiel Doorn M.E. and Edwin Janssen M.Sc
The Sustainability Evolution and Involvement Model shows there are distinct levels of
development in sustainability thinking, related concepts and frameworks and the steps an
organization will take to reach its ambitions regarding sustainability involvement. This helps
organizations assess and become aware of where they are at and whether this is on par with their
current ambition level. Selecting the most appropriate frameworks and concepts to support the
process of sustainability involvement, becomes easier and more effective.
In the ongoing journey of humanity and our planet, museums are the record keepers and
educators par excellence of change and development of our culture, science and arts. Doing so,
museums have more visitors then major league sporting events and theme parks combined.
While visiting museums, people experience our human and planetary story. So, by their nature
museums closely operate in, and affect their ecological and social context, which is ever
changing toward more complexity. This is why it makes sense to take a closer look at the
benefits of integrating sustainability in a museum’s strategic mission and plans. Just as AAM’s
Continuum of Excellence, the Sustainability Evolution and Involvement Model offers multiple
entry points to reach higher levels of sustainability.
Let’s take a closer look at the SEI model. The left side (in grey) shows the general evolution of
(sustainability) thinking starting at the beginning of the 20th century. This started with a focus on
reputable business practices and compliance to regulations, then moving towards employee
needs and customer expectations, followed by environmental protection and community needs,
to where sustainability thinking is now - recognizing the limits of our socio-ecological systems.
Making the link with the Sustainablity concepts and frameworks (in blue) we can use Energy
efficiency or People-Planet-Profit concepts as examples. These approaches can bring great
sustainability improvements. However, the disadvantages of an efficiency or thematic approach
are that relations and synergies between themes may not be identified, potentially resulting in
negative effects elsewhere, or in low ambitions.
This could be especially relevant to museums because museums would want to show the
interrelatedness of various topics and their effects on society. Therefore, we recommend a “leap
in thinking from themes to systems,” indicated by the thick grey line in the figure. This would
imply practicing leadership and (whole-) systems thinking. There are science-based and proven
sustainability frameworks to assist with just that (e.g. The Natural Step or Cradle to CradleTM
).
Moving up the ladder toward a whole-systems approach, we find this comes with Exemplary
leadership (in orange), where sustainability becomes part of the vision, mission, and strategy of
the museum itself. Coming from this overarching (whole) systems approach and vision, it
becomes possible to consciously plan, prioritize and identify the most effective sustainability
strategies and related actions and tools, given the specific area, budget and time.

3. The start of any effective sustainability work is evaluation of the current reality, including
performance measurement. Or as Peter Drucker said: "If you can't measure it, you can't manage
it!" Next, you want to monitor progress and share your success stories and challenges, actively
involving your donors, employees, visitors and other stakeholders. When you lead from an
integrated perspective, this is not an added burden, but rather a feedback loop that will help you
to dynamically guide your organization to higher levels of excellence.
Our figure is inclusive and, therefore, blends nicely with the excellent work that already has been
done by individual museums and by PIC-Green. For example, achieved energy reductions and
PIC-Green’s action steps (Commit, Evaluate, Implement, Educate, Share) apply as before.
The authors of this article have experience with a wide selection of tools to support your
organization in achieving your ambitions.
About the authors
Michiel Doorn M.E. and Edwin Janssen M.Sc. are allied sustainability experts that work from
Raleigh, North Carolina and Amsterdam, The Netherlands, providing organizations and
individuals with cutting-edge, research-based knowledge, frameworks, tools and leadership skills
to strategize, implement and manage profitable and meaningful change toward sustainability.
Phone: (+1) (919) 741 4246 or (+31) 6 26078987
Email: michiel@ecoawareness.org edwin.janssen@future-proofinc.com