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Jean-Christophe Carteron: Metrics for "Next Generation" Office of Sustainability: From Incremental Change to Paradigm Shift

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Jean-Christophe Carteron: Metrics for "Next Generation" Office of Sustainability: From Incremental Change to Paradigm Shift

  1. 1. METRICS FOR "NEXT GENERATION" OFFICE OF SUSTAINABILITY : FROM INCREMENTAL CHANGE TO PARADIGM SHIFT Metrics Breakout Session ISCN 2014 - MIT jccarteron@kedgebs.com & ipatton@eauc.org.uk
  2. 2. STRUCTURE OF OUR SESSION (PROPOSAL) •  5 stages: –  Short intro « Go beyong just reporting? » –  Exploring limits of actual metrics (metaplan) –  Reverse brainstorming –  Next steps (roadmap at a sector level, a university level and a Dept. level) –  Wrap up
  3. 3. Imagine  this  image  is  your  university,  developed  from  a  series  of  indicators:   1/  Are  you  sure  that  everyone  sees  the  same  thing?     2/  Are  you  sure  that  you  are  showing  what  you  need  to  show?    
  4. 4. WHY DO WE MEASURE (TODAY)?
  5. 5. !  To define a strategy (understand, have a vision, estabish a hierarchy, choose, compare… ), !  To pilot (implement, measure, adjust, decide…), !  To sell, convince, argue, !  To meet your obligations or not, !  To control, !  To master, be efficient (or at least believe you are), !  To be credible in a world which relies a lot on ‘measuring’ (if it’s done well),and to influence what criteria are set for measuring (accrediting bodies, ranking providers…), !  Because the process of producing (or updating) indicators allows us to question what is important…
  6. 6. WHICH METRICS IN 2034 WILL HELP TO CONDUCT CHANGE ?
  7. 7. SHAPE OF CHANGE SYSTEM THINKING TRIANGLE
  8. 8. Titre du document - page 8 CONNECTION GAME RULES 1.  Look around the circle and randomly choose the numbers of two other players. This is secret! Do not tell anyone what numbers you have chosen. •  all “even numbers” must choose two numbers •  every “odd numbers” must choose another number and the “number 2” •  Nobody should choose the “number 5” and “number 1” 2.  Like any system there are some rules in this organization. This system is at is equilibrium point when « everyone is equidistant from the other two players whose numbers he has chosen ». 3.  When we will give a signal. Do this with no talking. 4.  The game continues until all players are equidistant from the two others they are watching, and movement stops – a state of equilibrium. 5.  The goal is to achieve equilibrium as quickly as possible.
  9. 9. DISCUSSION
  10. 10. System Sources:  inspired  by    John  Elkington  and  Susie  Braun,     Adapta;on  of  Leverage  points  –  Donella  Meadows  Dec.  1999   LEVERAGE POINTS TO INTERVENE IN A SYSTEM Actions “easy” to change and to measure   Actions with systemic impact  
  11. 11. System METRICS TO MEASURE LEVERAGE POINTS 1.  NUMBERS:    Mandatory  courses  ?  CO²  footprints?    T.  of  Waste  ?   2.  LOOP:  informa;on  useful  to  others?  Perfect  inforor  informa;on  on  ;me?   3.  FLOW:  presenta;on  of  the  data  lead  to  a  change  in  behavior  ?   4.  RULES:  minimum  of  knowledge    to  be    graduated?    Do  we  contributed  to   changing  the  rules  of  the  sector?     5.  DNA:  HEI  Mission  is  to  educate  future  RM?  Are  our  professors  paid  to   contribute  to  the  common  good?       6.  PARADIGM  :  Are  we  sure  that  we  are  educa;ng  responsible  managers?     1.     2.     3.     4.     5.     6.    
  12. 12. Titre du document - page 12 WHAT IS OUR MOST IMPORTANT IMPACT IN THE WORLD?
  13. 13. NOW, LET’S CO-CREATE !
  14. 14. EXPLORING LIMITS OF ACTUAL METRICS METAPLAN
  15. 15. REVERSE BRAINSTORMING
  16. 16. WHAT COULD BE THE NEXT STEPS - AT A DEPT. LEVEL - AT A UNIVERSITY LEVEL - AT A SECTOR LEVEL
  17. 17. WRAP UP

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