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LivingSmart Geraldton 2010 - Introduction

2010 LivingSmart Geraldton 2010 - Introduction

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LivingSmart Geraldton 2010 - Introduction

Editor's Notes

  1. Living Smart is different to other environmental education programs in that it does not focus on a single environmental issue but adopts a wholistic approach by looking at environment, lifestyle and community.   It also includes a winning formula to facilitate behaviour change both in the home and community.   What makes Living Smart so unique is that it is a thoroughly researched and evaluated program and has been formed through a unique partnership. Its strength lies in the evaluation process and how the results over time have improved the program and its delivery. The Living Smart program has been developed from the findings of 9 trials.
  2. The Living Smart partners have pooled resources, time and effort to produce the Living Smart Kit so that other organisations, community groups, individuals and businesses can take Living Smart into their own home, community and workplace.   In running this program, we acknowledge the Living Smart partnership and thank the partners for providing us with the resources and materials to run this exciting initiative. Without their time, resources and commitment, we would not be able to offer this course.
  3. Everyone to read to selves Ask for comments or responses Tim will talk to – Keep it positive Shani to power of listening to each other, not letting one person dominate (sometimes may have to save questions)
  4. DISCUSSION TIME!
  5. In terms of physically destroying nature with brute force, we have backed off killing whales, and rates of land clearing have slowed or been stopped in many places. And, forest destruction is still continuing at a rate that contributes 20% of total global carbon emissions MEA1 found 60% of all earth’s ecosystems were being systematically degraded, and abrupt, irreversible changes are likely 10-30% of the mammal, bird and amphibian species currently threatened with extinction
  6. In terms of maximising well-being for the maximum number, we have made incredible advances. We have hundreds of millions of new middle-class Chinese and Indians and all of us in this room have access to opportunities and resources that would have been unimaginable even one or two generations ago. 50% of people live on <$2 a day1 Developing world spends $13 on debt repayment for every $1 received in grants1 yet still 1.6 billion people — a quarter of humanity — live without electricity UK, Australia are 3x richer than grandparents, no happier2 And, of course, the financial hiccup of the last few months, (because it could be considered a hiccup compared to the real ecological crisis we face) has shown up the flaws in our means of turning those inputs and resources into conditions and products that support wellbeing. he poorest 40% of the world’s population accounts for 5% of global income, while the richest 20% accounts for three-quarters of world income
  7. If we were able to stand on the moon and view the Earth for the first time what would we see? A large and very complex system of human beings forming societies and interacting with the biosphere. This is how we define the system and there has been much work done to define the fundamental scientific basics that govern the system from an ecological and social point of view.
  8. So, things are getting better, things are getting worse. WE ARE SAILING EVER-MORE CONFIDENTNLY INTO INTERESTING WATERS, BUT THE SHIP IS FALLING APART QUICKER THAN WE CAN FIX IT THE SEAS ARE ONLY LOOKING ROUGHER FOR THE NEXT 50, 70 YEARS, AND IF YOU ARE IN AN ORGANISATION THERE ARE MORE AND MORE SHIPS ON THE SEA AND SHARKS IN THE WATER. And before I continue with my presentation, and actually talk about the research we did I wanted to hear from you about whether and how this context affects the work you do as coaches.
  9. Talk to your neighbour for a couple of minutes, then I would like to hear from some of you...
  10. What and Who
  11. Coaching is on the rise as a tool used within organisations. The research shows that coaching has a role to play in integrating sustainability in organisations There is a strong desire amongst coaches to ensure their work makes a contribution to a broader collective (organisational, community, societal goals). Different forms of coaching are appropriate for different organisations and individuals at different stages of development.
  12. That real innovation and transformation, and the biggest leverage points for integrating sustainability, occur in the ‘INTERIOR’: individuals’ mindsets and values, and organisations’ cultures Again – we know where creativity resides, but do we really take that understanding into our work? In those cases where sustainability had been successfully integrated, the people we spoke to explicitly focused on the culture, the mindsets and values of key leaders and these were the things that indicated the greatest likelihood of success, rather than the infrastructure, metrics or other conditions. If others in your industry are facing the same challenges and constraints, then what goes on inside is all that can make the difference in terms of the capacity to lead, innovate and profit.
  13. And now I want to put that in a bit of context before diving more deeply into what we did and the implications for coaches and coaching. Bascially we are saying that if your organisation is a ship, then the interior condition of the captain and the culture of the crew really matters. Perhaps that seems obvious, but it is a connection that not everyone makes and that is a bit of a blindspot in sustainability. The CONTEXT also means a new role for Coaches, and that is what I would like to talk about now.
  14. Using goals can help you achieve these. Natural part of daily life: You probably use goals without realising it, as they are a natural part of everyday life. eg, When you wake up in the morning you think about what you are going to do for the day like go for a run, weed the garden, do the shopping and ring your mother. You may even write a list of the things you need to get done in the day, week or year. You may even prioritise the items on your list and cross them off when you have achieved them. These are all forms of goal setting. They work: The most important reason for using goals is they work. This has been proven in many areas for example losing weight, improving relationships, improving company’s performance and improving the environment.
  15. These quotes also highlight the successful nature of goals
  16. Most of the work that our brains do is behind the scenes And there are some useful things to know Our subconscious believes everything as fact (eg dream, fears etc) It takes the language you use literally (I am stupid, I will try to . . .) It takes direction from the conscious mind Works on repetition and reinforcement
  17. The subconscious is a powerful tool. By making a goal your subconscious will know about it and will also help you achieve it.
  18. By using successful language when you set your goals this helps you to achieve them. Cover the uncommitted/negative language list I can, I am, etc. or if using power point these will be hidden. For each of the items in the uncommitted/negative language list, ask the group to offer suggestions for the positive language to replace the eg. For “ I should”…..the group is to suggest “I can”. Then uncover this suggestion or make it appear.
  19. DISCUSSION TIME!
  20. Tim is the master goal setter He will share at this point
  21. Inter-subjective, 2nd-person processes (distinct from individual reflection or objective feedback), like individual and group coaching, are the most powerful and effective way to accelerate leadership development and generation of sustainable values and culture. This came from our interviews and surveys but also from the literature already out there. It emphasises the value in coaching as a complement or replacement for initiatives that might focus purely on observed behaviour, on delivering informaiton or on training people in particular skills. Without facilitation of the links back to personal meaning, values and prioritiies you do not get the depth of engagement, commmitment, understanding or thirst for action and learning that is required to make these sorts of transformations.
  22. Talk to your neighbour for a couple of minutes, then I would like to hear from some of you...