Dinamica Social Leith Sharp

1. Sustainability Leadership for the 21st Century
Social Dynamics
Leith Sharp
E117 Residential
Lecture 3

2. Individual
Systems
Social
Systems
Organizational
Systems
Infrastructural
Systems
Personal &
Interpersonal
Capabilities
Skills/Abilities
Motivation
Values/Attitudes
Habits/Behaviors
Quality of relationships
Social Influence Learning (peer to peer)
Trust
Empathy
Group Intelligence
Social intelligence
Emotional intelligence
Vision/Mission
Governance
Management Structures
Planning Processes
Decision Making Processes
Finance & Accounting
Policy Instruments
Information Systems
Procurement Systems
Human Resources
Technology
Built Environment:
• Buildings
• Utilities
• Landscape
Material Flows
Energy
Water
Waste
Transportation
“CBIS Reduces Risk Across the Organizational Ecosystem” by lsharp is licensed for open sharing and adapting under Creative Commons CC
A change capable organization reduces risk across the 4 spheres of the
organizational ecosystem by purpose integrating the AOS & CCOS

3. When an Organization is all CCOS, Social dynamics are not
optimized.

4. Use AOS’s to Invite Early Adopters to Cluster around Emerging
Needs/Opportunities to Learn, Prove and Advance
Leveraging our innovators & early adopters
to locate emergent possibilities, to learn and to drive social influence

5. The AOS Creates a Stakeholder Ecosystem Around
New Project/Idea/Practices/Values

6. The AOS Lives or Dies on It’s Ability to Foster Positive Social Dynamics,
Trust, Collaboration and Group Intelligence

7. Sustainability Change Leaders in Higher Education - top 12/47
capabilities in rank order (n= 188)
1st Having energy, passion and enthusiasm for L&T
2nd Being willing to give credit to others
3rd Empathising & working productively with diversity
4th Being transparent and honest in dealings with others
5th Thinking laterally and creatively
6th Being true to one’s values and ethics
7th Listening to different points of view before coming to a decision
8th Understanding my personal strengths & limitations
9th Time management skills
10th (equal): Persevering
10th (equal): Learning from errors
12th Learning from experience

8. Examples of Negative Social Dynamics, triggers and
manifestations

9. Examples of Negative Social Dynamics, triggers and
manifestations
• Leaving someone out of the process that thinks they should have been
consulted
• Triggering a sense of territorialism
• Using language that doesn’t connect
• Being viewed as too low status or too arrogant
• Not giving enough air time to people that think they deserve it
• Directly challenging someone in front of others
• Drifting into an area of discussion and decision-making that is not
grounded adequately in evidence and is left open to opinion only

10. An accumulation of
scar tissue from
unhealthy social
dynamics can lurk
under the surface in
many organizations.

11. Strategies for Deliberating Fostering Positive Social
Dynamics and Minimizing Negative Social Dynamics

12. Strategies for Deliberating Fostering Positive Social
Dynamics and Minimizing Negative Social Dynamics
• Positioning others with status and respect of others to do your speaking
• Having positive local stories & experiences that included people at the table
• Engaging with people before the meeting to gather input & adopt their
language
• Ensuring that others are confident & competent in relation to topics you are
raising
• Making gestures that affirm the status of key players
• Giving credit to others

13. TRUST
Authority
Transaction
Three Types of Relationship Dynamics in Organizations
Reference: Professor Karen Stephenson, http://www.netform.com

14. Particular qualities to enable employees and executives alike to minimize
the threat response and enable the reward response.
Source: Managing with the Brain in Mind by David Rock with additions from L.Sharp
“ The brain experiences the workplace first & foremost as a social
system.”
These social qualities are:
1. Status
2. Certainty
3. Autonomy
4. Relatedness/Empathy (added)
5. Fairness
6. Creativity (added)
The building blocks of trust = consistent experiences that are
psychologically safe and that nurture social/relationship health.

15. TRUST
Authority
Transaction
Three Types of Relationship Dynamics in Organizations
Reference: Professor Karen Stephenson, http://www.netform.com
1. Status
2. Certainty
3. Autonomy
4. Relatedness/Empathy
5. Fairness
6. Creativity

16. PART 2

17. “This study and many others now emerging
have made one thing clear: The human brain
is a social organ.”
“Its physiological and neurological reactions
are directly and profoundly shaped by social
interaction.”
Source: Managing with the Brain in Mind by David Rock
Indeed, as Lieberman puts it, “Most processes operating in the
background when your brain is at rest are involved in thinking
about other people and yourself.”

18. “…….people who feel betrayed or unrecognized at work — for
example, when they are reprimanded, given an assignment that
seems unworthy, or told to take a pay cut — experience it as a
neural impulse, as powerful and painful as a blow to the head.”
Source: Managing with the Brain in Mind by David Rock

19. The most important work the change agent does is remove risk
and uncertainty in order to unleash the latent capacity of
others to make change happen.
It seems evident that the most common type of
risk/uncertainty preventing engagement are social in nature.

20. Often, social risks/uncertainties are experienced semi-
consciously or unconsciously. They are often connected to old
stories and involve feelings and even physical sensations.

21. The findings of many studies suggest that the conscious self
“plays a causal role only 5% of the time” There is an active
effort on behalf of the mind to make what is conscious
unconscious as quickly as possible.
While conscious choice and guidance are needed to perform
new tasks, after some repetition, conscious choice quickly
drops out and unconscious habit takes
over, freeing up precious reserves of
conscious awareness.
Bargh, J. A. and Chartrand, T.L. (1999) The unbearable
automaticity of being. American Psychologist, 54 (7) 462-479
5% of what we do is
consciously processed

22. The process of resolving social risk must typically be
experiential.
That is, the change agent must support people to experience
their way into new ways of thinking/feeling, rather than
hoping that they will think their way into new ways of acting.

23. Piloting enables innovation, learning & deciding while
resolving social needs
Biodiesel in
University Shuttles
Occupancy sensor driven
temperature setbacks
Ground Source
Heat Pumps
Building
Mounted Wind
Photovoltaics Collecting oil for
Harvard Recycling
Truck
Freecycling events Green cleaning
Harvard Yard Compost
Tea Project
Free Plug Timers
Give Away
Local Produce in
Dining Halls
Rooftop Community
Garden

24. SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of
Leadership & Management | Harvard Business School THE POWER OF TEAMING

25. SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of
Leadership & Management | Harvard Business School THE POWER OF TEAMING

26. SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of
Leadership & Management | Harvard Business School THE POWER OF TEAMING

27. SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of
Leadership & Management | Harvard Business School THE POWER OF TEAMING

28. The desire to change is thought to be largely motivated by
the intrinsic desire to communicate with and have the
acceptance of others.
Feldman states that “The facilitating effect of social
interaction has been confirmed by recent research on moral
judgment and conservation.”
Feldman, D. (1994) Beyond Universals in Cognitive Development. Norwood, NJ: Ablex Publishing Corp.

29. Group Intelligence: An under-tapped resource

30. http://web.mit.edu/press/2010/collective-intel.html
“When it comes to intelligence, the whole can indeed be
greater than the sum of its parts. A new study documents the
existence of collective intelligence among groups of people
who cooperate well, showing that such intelligence extends
beyond the cognitive abilities of the groups’ individual
members….
Group Intelligence: An under-tapped resource

31. http://web.mit.edu/press/2010/collective-intel.html
They discovered that groups featuring the right kind of
internal
dynamics perform well on a wide range of assignments, a
finding with potential applications for businesses & other
organizations.”
Group Intelligence: An under-tapped resource

32. Three key factors that enhance group intelligence:
1. Groups whose members had higher levels of "social
sensitivity" (ability to perceive emotions)
1. Groups where one person dominated were less collectively
intelligent than in groups where the conversational turns
were more evenly distributed”
1. Teams containing more women demonstrated greater
greater collective intelligence.
http://web.mit.edu/press/2010/collective-intel.html
Group Intelligence: An under-tapped resource

33. Tap AOS’s to Leverage Peer to Peer Influence and Unleash New Levels
of Group Intelligence
Exposure to surrounding peer behaviors is the largest single factor
in driving idea flow.
For group intelligence, the pattern of interaction is more important
that all other factors taken together – individual intelligence,
personality & skill.

34. • Meetings to enhance engagement & group intelligence
• Piloting to create experiences of social safety
• Consider social needs in any program or project
• Inclusive governance & decision making processes
• Activate peer to peer influences for social learning
• Large scale behavior change
The Change Agent Bring the AOS to life by Using Social
Architecture and Social Dynamics to Enable Change in
Many Ways

35. Social Architecture: Design of Governance
Governance Structures that Foster Shared
Ownership, Peer to Peer Interaction, Competition
and Shared Learning

36. Green
Building
Design
–
Nathan
Gauthier
–
4.9.08
Project
Team
Owner
Supplier Contractor
Designer
Integrated
Design
Process Understand the Team
Social Architecture: Design of Planning & Decision-Making

37. Event Panelists
Chris Gordon Chief Operating Officer, Allston Development Group
Jay Phillips Director of Physical Resources, Faculty of Arts and Sciences,
Andrew O'Brien Chief Operating Officer, Harvard Business School
Rick Mills Associate Dean for Planning & Facilities, Harvard Medical School
Danny Beaudoin Manager of Operations, Energy and Utilities, School of Public Health
Jim Gray Associate Vice President, Harvard Real Estate Services
Ted Mayer Executive Director, Harvard Dining Services
Tom Vautin Associate Vice President, University Operations Services
Leith Sharp Director, Harvard Office for Sustainability
Social Architecture: Design of Events

38. Great facilitation brings together the right people, environment,
information, mood and process to optimize group intelligence.
The Many Roles of the Facilitator
Social Architecture: Design of Meetings

39. Green Skillet Competition: 500 staff.
The winning kitchen reduced electricity
use by 23%
Residential Green Living Programs:
9000+ Harvard residents. 13+% electricity
reduction, 30+% recycling increase. Over
$300,000 p.a savings
Lab User Engagement: Fume hood
competitions have generated over
$400,000 in annual energy savings
Peer to Peer Training Programs: Staff
training each other to save energy through
better building management
Social Architecture: Design of Large Scale Engagement
Processes

40. Learn How To Engage People Individually and On Mass

41. Tools of Large Scale Behavior Change
(Community Based Social Marketing)
1. Get Commitment
• We want to be seen as consistent
• Alters self-perception
• Small action leads to large action
TIPS:
• written
• make it public
• actively involve people
• group commitments

42. TIPS:
• Close to the point of action
• Eye catching & noticeable
• Clear instructions
2. Use Prompts
• Reminder to trigger behavior
• Not intended to change attitudes
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

43. 3. Use Social Norms
TIPS
• Visible to the community
• Personal, community-oriented
• Encourage positive behavior
• We want to be seen “doing the right thing”
• Strong social pressures to conform
• We are “hard-wired” to imitate social norms
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

44. TIPS:
• Make it visible
• Consider non-monetary
(recognition, competition)
• Closely pair the incentive and the
behavior
4. Use Incentives
• Motivation for action
• People like “free stuff”
•Competition drives action
44
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

45. 5. Make it Convenient
• Address any physical barriers
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

46. • Use language that your
audience understands
6. Persuasive Communication Strategies
Many fume hoods
use the same
amount of energy
as 3 ½ houses!*
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

47. 6. Persuasive Communication Strategies
• Make your message vivid
to capture attention
• Frame your message by
what is being lost, instead
of saved
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

48. • Use personal contact
& a credible source
(expertise and/or trust)
6. Persuasive Communication Strategies
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

49. • Provide Feedback
6. Persuasive Communication Strategies
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

50. • use simple, clear instruction.
• use language that that is
understood by the audience.
• use personal contact.
• use a credible source.
• use community-level outreach.
• provide feedback.
• enhance and use community norms
• make your message vivid
• frame your message by what is
being lost instead of saved
• make it easy to remember
• tailor the style to your audience
Persuasive Communication Strategies
Tools of Large Scale Behavior Change
(Community Based Social Marketing)

51. Harvard Case Studies
• Green Office Program
• Green Skillet Program

52. Green Office Program

53. Goal: To develop a checklist based Green Office certification that
would encourage office staff to take steps that would reduce
environmental impacts of office operations
53
Green Office Program
Components:
• Series of checklists with specific actions items categorized by impact area
• Fact Sheets, Prompts, How-to’s
• Website

54. Step 1: Identify Barriers & Benefits
Barriers:
• Busy people, competing priorities
• Lack of incentive to take action
• Feeling overwhelmed – where to get started
• Breaking habits
Green Office Program
Benefits:
• Personal satisfaction
• Community involvement
• Cost savings

55. Barriers:
• Busy people, competing
priorities
Green Office Program
Step 2: Develop Strategy
Strategies:
• Make it simple with easy-to follow
checklists
• 4 steps (Leaf 1-4)
• Comprehensive website

56. Barriers:
• Lack of incentive to take action
Green Office Program
Step 2: Develop Strategy
Strategies:
• Incentivize by offering a
“Certificate” and decal and
recognition as a “Harvard Green
Office”

57. Barriers:
• Feeling overwhelmed – where
to get started
Green Office Program
Step 2: Develop Strategy
Strategies:
• Harvard specific how-to
resources including Fact Sheets,
How-to’s, template powerpoints

58. Barriers:
• Breaking habits
Green Office Program
Step 2: Develop Strategy
Strategies:
• CBSM tools
• Commitment
• Prompts
• Incentives
• Creating norms
Requires signatures from 75% of office

59. Benefits:
• Personal satisfaction
• Community involvement
• Cost savings
Green Office Program
Step 2: Develop Strategy
Strategies:
• Require 75% of the office to sign
the application
• Encourage community
involvement through green teams
• Highlight cost savings
opportunities, help track savings

60. Green Office Program
Step 3: Pilot and Evaluate
Step 4: Implement
Step 5: Continuously Monitor and Adapt!
• Feedback from participants
• Green Office v2 this year
• Require more reporting and results tracking (develop templates)

61. Lessons Learned:
• Resources tailored to Harvard
• Actions broken down into smaller pieces
• 4 Level system allows time to stop and celebrate success!
• Peer-to-peer delivery through Green Teams and leaders
• Taps into the spirit of competition
• Recognition is an effective incentive
Green Office Program

62. Jamie Fleet
Staff Director
Committee on House Administration
Allison Rogers
Director
Green the Capitol
Harvard University
November 10, 2010
Green the Capitol
U.S. House of Representatives
ENVR E-117 Organizational Change
Management for Sustainability

63. 63

64. 64

65. Green Skillet
Competition
Harvard University
Dining Services
&
Harvard Office For
Sustainability

66. Who’s Involved?
Kitchen staff and management
Student green ambassadors
House Masters
Engineering & Utilities
Office for Sustainability
Judges
Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
66

67. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
Program Goal:
• To promote energy & water conservation and recycling & waste
reduction through a year long sustainability competition between the
nine Harvard kitchens in four areas:
• Reduction in electricity
• Reduction in natural gas
• Staff participation in the Sustainability Pledge
• Staff and student involvement in special projects

68. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
Key Targeted Behaviors:
• Know equipment pre-heat times
• Turn off equipment when not in use
• Close refrigerator doors
• Turn lights off when not in use
• Identify old / inefficient equipment
• Do full dishwasher loads
• Increasing recycling and composting

69. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
Special Projects
• Green Grill
• Mug Trees
• Clothing Donation bins
• Reusable cups and mugs
• Herb Gardens

70. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
Results:
• Average electricity reduction of 9% (highest was 16%)
• Average natural gas reduction of 11% (highest was 16%)
• 82% of HUHDS staff took the Sustainability Pledge
• 22 special projects completed
• Institutionalized special projects resulting from this campaign

71. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
CBSM: Prompting Action

72. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
CBSM: Creating Norms
72

73. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
CBSM: Giving Feedback

74. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
CBSM: External Incentives
• The coveted Green Skillet
• Financial savings for HUDS
• Financial savings at home
• Celebratory lunch for winners
• Small prizes for special projects

75. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
CBSM: Internal Incentives
Community-building, spirit of competition & House pride!

76. Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
CBSM: Effective Communication
• Recognizing success in emails
• Sharing best practices
• One-on-one meetings w/
managers
• Send kitchen-specific messages
• Use humor in newsletter

77. Why It Works:
• Began as a trial and expanded
• Local leadership - staff know kitchens, engage each other
• Positive social dynamics
• Regular feedback, recognition and support
• They save money
• Help them remain competitive in an ever-greening market
Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability

78. Lessons Learned:
Green Skillet Competition
Harvard University Dining Services | Harvard Office for Sustainability
Top-down support must be visible
Better integration into job duties
Language barrier must be broken down
more comprehensively
Time with individual kitchens/managers
Special projects are key