Regenerative organizations aim to: 1) Grow prosperity, celebrate community, and enhance health for all species over time. 2) Focus on changing consciousness to drive truly regenerative change through radical redesign. 3) Use a regenerative capacity index and strategic planning tools to help clients build regenerative capabilities and transition to regeneration.

1. Regenerative Organizations
Growing prosperity, celebrating community,
enhancing the health of all species for all time
John Hardman, Ph.D.
Founder
jhardman@regenerativeorganizations.com
http://regenerativeorganizations.com
© 2009 Regenerative Organizations

2. Two core premises:
• Behaviors may drive change, but they can only be as
effective as our awareness, understanding, and skill in
working with the systems in which they operate.
• We need to focus as much attention on the causal level of
our consciousness as we do on the effects produced by our
behaviors. This is where truly regenerative change is made
possible.
This requires a mindset willing to radically redesign itself
before it can truly restore the present or redesign the
future.
© 2009 Regenerative Organizations

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4. © 2009 Regenerative Organizations

5. Integrated Worldview
(the whole picture)
Regenerative Capacity
Engagement +75%
Commitment 51 – 75%
The Journey
to Regeneration Compliance 26 – 50%
Skepticism 11 – 25%
Ignorance/Resistance -10%
Fragmented Worldview
© 2009 Regenerative Organizations

6. Development of increasingly higher levels of awareness and
understanding of systems that translate into behaviors that:
• Go beyond preserving existing natural and social
resources;
• Restore and create new resources that have
become depleted through overuse or misuse; and
• Ensure a healthy bottom line.
Regeneration results from radical innovation, which we
define as the capacity to do and make things in entirely new
ways unconditioned by prior assumptions. This calls for an
integral, systematic and systemic approach to everything an
organization does.
© 2009 Regenerative Organizations

7. Regenerative Leadership Framework©
EXTERIOR / OBJECTIVE WORLD
Personal Collective behaviors, LEADERSHIP
behaviors, competencies, an systems, competencies, and •Purpose-
d skills 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
Personal mindset,
Consciousness
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 INTERIOR / SUBJECTIVE WORLD
Collaboration © 2009 Regenerative Organizations

8. Through Regenerative Organizations, we
provide private enterprises and community
agencies with the tools they need to redesign their
operating model in response to:
• A genuine desire for innovation to
reposition themselves in a changing
economic, social, and natural environment;
• Regulatory, social, and market pressures
and demands.
© 2009 Regenerative Organizations

9. • Business
•Small, medium and large enterprises
• Community
• Nonprofits, NGOs, Cities, Regions
• Education
• Universities and schools
© 2009 Regenerative Organizations

10. The regenerative capacity-building process is designed
to help our clients and students:
• Fully understand where they are
• Envision where they want to go
• Design the best plan to get there
• Implement and conduct mid-course
corrections
• Assess the regenerative and
sustainability quality of results.
© 2009 Regenerative Organizations

11. • Regenerative Strategic Planning
• ‘Desirable Futures’ Vision development
• Baseline Data Collection and Benchmarking
(assessment, analysis, measurement, reporting)
• Policy development
• Regenerative Coaching, Education and Training
• Executives
• Line Managers
• Teams
© 2009 Regenerative Organizations

12. • Situational Analysis
• Regenerative Capacity Index
• Sustainability Change Agentry Self-assessment
• Sustainability Assessment (S-CORE)
• Strategic
Planning, Implementation, Evaluation
• Backcasting Visioning Process
• Regenerative Leadership Coaching
• Green Six Sigma Team Building
• ISIS Sustainability Accelerator
(Compass, Pyramid, Amoeba, Stratesphere)
© 2009 Regenerative Organizations

13. ‘Profitability?’
Over 5 year period, 75% projected expansion of
sustainable business development and investing in
the U.S.:
2009 USD20 B
2011 USD28 B (estimated)
2014 USD35 B (projected)
(See Sustainability: The Next 3 to 5 years [Enviance])
© 2009 Regenerative Organizations

14. We have developed proprietary and acquired sustainability
strategic planning tools to provide the programs and tools to
make this possible.
• Regenerative Leadership Framework ©
• Regenerative Capacity Index ©
• ISIS Accelerator* for Sustainability Strategic
Planning
• S-CORE* (Sustainability – Competency and Opportunity
Rating and Evaluation)
• *Licensee © 2009 Regenerative Organizations

15. John Hardman, Ph.D. Mike Terry & Jamie Schlinkmann
Founder and CEO Principals
Regenerative Leadership Education & INERJY – Wind turbines
Training
Strategic Planning for Regeneration Ed Strobel
President
Patricia Hardman Sunshine Solar Services
Senior Partner
Group Dynamics & Contemplative Albert Razon
Practices Principal
Solaris Energy – Solar water heaters
Jeffrey Lynne, Esq., LEED AP
Weiner & Lynne, P.A. Marcell Haywood
Environmental Policy & Law President and COO
DIRT PROS EVS
Daniel Meeroff, Ph.D. Sustainable Property Management
Florida Atlantic University
Environmental Engineering Strategic LLC
Florida Green Lodging Program Sustainable Business Consulting
(Broward)
© 2009 Regenerative Organizations

16. I= P x A x T
Population x Affluence x Technology (Paul & Anne
Ehrlich)
I= P x A
T2
Shift 1: Population x Affluence mitigated by Technology (Ray
Anderson)
I= P x a
T2 x H
Shift 2: more happiness ‘H’ with less stuff ‘a’ (Ray
Anderson)
© 2009 Regenerative Organizations

17. • Prosperity without growth - Tim Jackson
• Resource-based economy – Jacque Fresco (Venus
Project)
Reduce – Reuse - Recycle
© 2009 Regenerative Organizations

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21. Regenerative Capacity Index©
© 2009 Regenerative Organizations

22. THE JOURNEY OF INDIVIDUALS AND ORGANIZATIONS TO REGENERATION
INTEGRATED Individual Local/Organizational Global
WORLDVIEW
•Awakening •Humility and courage from Backcasting
•Heightened sense of purpose non-charismatic transforming Triple loop learning
LEVEL 3 •Vision beyond sustainability leadership (higher purpose is Transconceptual dynamics
ENGAGED •Systems thinking, everything the driver) Third order change
is interconnected – Global •Multi-stakeholder engagement Circular organization
World-centric (All of Us)
ethics •Literally everyone is critical to Triple top line: “How can we
INDIVIDUAL MINDSET /BEHAVIORS
Post-conventional moral
•Intra & intergenerational the decision making process grow prosperity, celebrate
development
(future) •“Leadership from within” our community, and
(Kohlberg)
•Urgency “Check your ego and logo at enhance the health of all
•Fearlessness – courage the door” species?”
•“Inner work” •“Bring everybody involved to
•“… more important than me” the table before you begin”
•“… butterfly mindset” •“Strategic planning for 50
•“I get in people’s faces, but in years”
a nice way”
LEVEL 2 •Compliance in isolation •Weighting between Global efforts that show
COMPLIANT/COMMITTE •Ethno-centric ethics compliance and commitment in commitment to
D •Local perspective some areas (e.g. economics, local/organizational agenda
Ethno-centric (Us) •Mid -term vision and/or education, environment Integration stronger than
Conventional and social justice) compliance and
(Kohlberg) 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
© 2009 Regenerative Organizations
Pre-conventional •“Fear and greed” •Single bottom line “Sticks and carrots” 22
© 2009 John Hardman – All rights reserved
(Kohlberg) •“Silo effect”

23. Brundtland Commission Report 1987
“Sustainable development is
development that meets the needs of
the present without compromising the
ability of future generations to meet
their own needs"
KEY CONCEPTS OF SUSTAINABLE DEVELOPMENT
• The concept of needs, in particular the essential needs of
the world’s poor, to which overriding priority should be
given; and
• The idea of limitations imposed by the state of technology
and social organization on the environment’s
ability to meet present and future needs.”
© 2009 Regenerative Organizations

24. 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 the
progressive buildup of substances progressive buildup of chemicals and
extracted from the Earth's crust (for compounds produced by society (for
example, heavy metals and fossil example, dioxins, PCBs, and DDT )
fuels)
3. eliminate our contribution to the
progressive physical degradation 4. eliminate our contribution to conditions
and destruction of nature and natural that undermine people’s capacity to meet
processes (for example, over their basic human needs (for example,
harvesting forests and paving over unsafe working conditions and not
critical wildlife habitat); and enough pay to live on).
© 2009 Regenerative Organizations

25. 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 the
progressive buildup of substances progressive buildup of chemicals and
extracted from the Earth's crust (for compounds produced by society (for
example, heavy metals and fossil example, dioxins, PCBs, and DDT )
fuels)
3. eliminate our contribution to the
progressive physical degradation 4. eliminate our contribution to conditions
and destruction of nature and natural that undermine people’s capacity to meet
processes (for example, over their basic human needs (for
harvesting forests and paving over example, unsafe working conditions and
critical wildlife habitat); and not enough pay to live on).

26. 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: Implementation
Step 5: Assessment & all our stakeholders
How are we going to get there?
Evaluation committed and capable of • Regenerative Leadership
How will we know that we have driving this change? Framework
arrived? • Integrated Design Process
• Report performance against • Appreciative Inquiry
objectives • Action Learning
• Institutionalize changes
• 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
© 2009 Regenerative Organizations

27. TOMORROW
Strategy:
Clean Technology Strategy:
Develop the Sustainability Vision Drivers
Drivers sustainable Create a shared
• Climate
competencies of the roadmap to meet
Change
future unmet needs
• Disruption • Resource
• Clean Tech Payoff: Payoff: Depletion
• Footprint Innovation & • Poverty
Sustainable Growth
Repositioning Trajectory
SUSTAINAB EXTERNAL
INTERNAL
LE VALUE
Drivers Strategy: Strategy: Drivers
Pollution Prevention Product Stewardship
• Pollution Minimize waste and • Civil
• Material Integrate stakeholder
emissions from views into business Society
Consumptio operations •
n process
Payoff: Transparency
• Waste Payoff: • Connectivity
Cost & Risk Reputation &
Reduction Legitimacy
TODAY
© 2009 Regenerative Organizations

28. "Conventional Construction Silos " and "Green Campus Stakeholders" diagrams originally
published in Smart by Nature: Schooling for Sustainability by Michael K. Stone/Center for
Ecoliteracy. © Copyright 2009 Center for Ecoliteracy. Reprinted with permission. All rights
reserved. For more information, visit www.ecoliteracy.org.

29. In a conventional “silo”
process, the client works mostly
with an architect, while various Client
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
© 2009 Regenerative Organizations
© Copyright 2009 Center for Ecoliteracy

30. Specialist
s
In an integrated design
process, key
stakeholders begin
collaborating as early Interdisciplinar
as possible in order to y Consultants
design and construct
Architec
the most efficient and Client
t
effective whole system.
Facilitator
Project Commissio
Manager n-ing Agent
Contracto
r
© 2009 Regenerative Organizations
© Copyright 2009 Center for Ecoliteracy Users

31. Life Cycle Assessment
Are we obeying nature's 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/ECONOMI
REGENERATIVE CS
How 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
© 2009 Regenerative Organizations
Based on Sierpinski's triangle and the fractal geometry of Benoit Mandelbrot (1975)

32. © 2009 Regenerative Organizations

33. Appreciative Inquiry is about the co-evolutionary search for the best in
people, their organizations, and the relevant world around them.
© 2009 Regenerative Organizations

34. • Beginning • Intermediate • Advanced
• Modeling of system • Modeling of system ➤ Modeling of system
elements structures dynamics
• Seeing multiple • Differentiating ➤ Quantification of
linkages among among stocks, flows, stocks and flows
elements feedback loops
➤ Use of math to mimic
• Systems mapping • Formal causal loop system behaviors
with cause-and- diagrams
➤ Generates computer
effect chains (and
some loops) • Generates new models for scenario
insights about exploration and
• Generates new system behavior validation against real
ideas for change world cases
© 2009 Regenerative Organizations