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  1. 1. Regenerative OrganizationsGrowing 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. 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 itselfbefore it can truly restore the present or redesign thefuture. © 2009 Regenerative Organizations
  3. 3. © 2009 Regenerative Organizations
  4. 4. © 2009 Regenerative Organizations
  5. 5. Integrated Worldview (the whole picture) Regenerative Capacity Engagement +75% Commitment 51 – 75% The Journeyto Regeneration Compliance 26 – 50% Skepticism 11 – 25% Ignorance/Resistance -10% Fragmented Worldview © 2009 Regenerative Organizations
  6. 6. Development of increasingly higher levels of awareness andunderstanding 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 wedefine as the capacity to do and make things in entirely newways unconditioned by prior assumptions. This calls for anintegral, systematic and systemic approach to everything anorganization does. © 2009 Regenerative Organizations
  7. 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 COLLECTIVEINDIVIDUAL 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. 8. Through Regenerative Organizations, weprovide private enterprises and communityagencies with the tools they need to redesign theiroperating 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. 9. • Business •Small, medium and large enterprises• Community • Nonprofits, NGOs, Cities, Regions• Education • Universities and schools © 2009 Regenerative Organizations
  10. 10. The regenerative capacity-building process is designedto 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. 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. 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. 13. ‘Profitability?’Over 5 year period, 75% projected expansion ofsustainable business development and investing inthe U.S.:2009 USD20 B2011 USD28 B (estimated)2014 USD35 B (projected)(See Sustainability: The Next 3 to 5 years [Enviance]) © 2009 Regenerative Organizations
  14. 14. We have developed proprietary and acquired sustainabilitystrategic planning tools to provide the programs and tools tomake 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. 15. John Hardman, Ph.D. Mike Terry & Jamie SchlinkmannFounder and CEO PrincipalsRegenerative Leadership Education & INERJY – Wind turbinesTrainingStrategic Planning for Regeneration Ed Strobel PresidentPatricia Hardman Sunshine Solar ServicesSenior PartnerGroup Dynamics & Contemplative Albert RazonPractices Principal Solaris Energy – Solar water heatersJeffrey Lynne, Esq., LEED APWeiner & Lynne, P.A. Marcell HaywoodEnvironmental Policy & Law President and COO DIRT PROS EVSDaniel Meeroff, Ph.D. Sustainable Property ManagementFlorida Atlantic UniversityEnvironmental Engineering Strategic LLCFlorida Green Lodging Program Sustainable Business Consulting (Broward) © 2009 Regenerative Organizations
  16. 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. 17. • Prosperity without growth - Tim Jackson• Resource-based economy – Jacque Fresco (Venus Project) Reduce – Reuse - Recycle © 2009 Regenerative Organizations
  18. 18. © 2009 Regenerative Organizations
  19. 19. © 2009 Regenerative Organizations
  20. 20. © 2009 Regenerative Organizations
  21. 21. Regenerative Capacity Index© © 2009 Regenerative Organizations
  22. 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 weINDIVIDUAL 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. 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 ofthe world’s poor, to which overriding priority should begiven; and• The idea of limitations imposed by the state of technologyand social organization on the environment’sability to meet present and future needs.” © 2009 Regenerative Organizations
  24. 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 theprogressive buildup of substances progressive buildup of chemicals andextracted from the Earths crust (for compounds produced by society (forexample, heavy metals and fossil example, dioxins, PCBs, and DDT )fuels)3. eliminate our contribution to theprogressive physical degradation 4. eliminate our contribution to conditionsand destruction of nature and natural that undermine people’s capacity to meetprocesses (for example, over their basic human needs (for example,harvesting forests and paving over unsafe working conditions and notcritical wildlife habitat); and enough pay to live on). © 2009 Regenerative Organizations
  25. 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 theprogressive buildup of substances progressive buildup of chemicals andextracted from the Earths crust (for compounds produced by society (forexample, heavy metals and fossil example, dioxins, PCBs, and DDT )fuels)3. eliminate our contribution to theprogressive physical degradation 4. eliminate our contribution to conditionsand destruction of nature and natural that undermine people’s capacity to meetprocesses (for example, over their basic human needs (forharvesting forests and paving over example, unsafe working conditions andcritical wildlife habitat); and not enough pay to live on).
  26. 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: ImplementationStep 5: Assessment & all our stakeholders How are we going to get there?Evaluation committed and capable of • Regenerative LeadershipHow will we know that we have driving this change? Frameworkarrived? • Integrated Design Process• Report performance against • Appreciative Inquiryobjectives • 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. 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 VALUEDrivers Strategy: Strategy: Drivers Pollution Prevention Product Stewardship• Pollution Minimize waste and • Civil• Material Integrate stakeholder emissions from views into business SocietyConsumptio operations •n process Payoff: Transparency• Waste Payoff: • Connectivity Cost & Risk Reputation & Reduction Legitimacy TODAY © 2009 Regenerative Organizations
  28. 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. 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. 30. Specialist sIn an integrated designprocess, keystakeholders begincollaborating as early Interdisciplinaras possible in order to y Consultantsdesign and construct Architecthe most efficient and Client teffective whole system. Facilitator Project Commissio Manager n-ing Agent Contracto r © 2009 Regenerative Organizations© Copyright 2009 Center for Ecoliteracy Users
  31. 31. Life Cycle Assessment Are we obeying natures 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 CSHow 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 Sierpinskis triangle and the fractal geometry of Benoit Mandelbrot (1975)
  32. 32. © 2009 Regenerative Organizations
  33. 33. Appreciative Inquiry is about the co-evolutionary search for the best inpeople, their organizations, and the relevant world around them. © 2009 Regenerative Organizations
  34. 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

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