leadership from the top. principles, sign declarations, mission statements common evolution for...
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Leadership From the Top
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Principles, Sign Declarations,
Mission Statements
Common Evolution for Executive Commitment
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Principles, Sign Declarations,
Mission Statements
Setting Goals, Integrating into Strategic Planning Processes.
Some funding support
Awakening
Common Evolution for Executive Commitment
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Principles, Sign Declarations,
Mission Statements
Setting Goals, Integrating into Strategic Planning Processes.
Some funding support
Integrate into Organizational
Identity. Formalize responsibilities across
executive teams, faculty and staff.
Sustainability planning.
PioneeringAwakening
Common Evolution for Executive Commitment
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Principles, Sign Declarations,
Mission Statements
Setting Goals, Integrating into Strategic Planning Processes.
Some funding support
Integrate into Organizational
Identity. Formalize responsibilities across
executive teams, faculty and staff
Use sustainability as an organizing principle and lens for executive decision-making and institutional reform
Continuous improvement in sustainability as established organizational expectation.
Common Evolution for Executive Commitment
Pioneering
Transformation
Awakening
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Capital Budget Managers
Maintenance Budget Managers
Utility Budget Managers
Human Resources Managers
Barrier: Accounting structures are driving inefficient design and
operations by limiting the appropriate movement of investments and savings
Senior Leadership will need to play a central role in reforming key institutional systems across the
organization
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Capital Budget Managers
Maintenance Budget Managers
Utility Budget Managers
Human Resources Managers
Common Practices:
1. No capital budget consideration of operating costs implications and
opportunities
2. No efficiency funding in annual maintenance/operating budgets
3. No way to return savings to the people that achieve them
4. Reduced annual operating budgets when energy costs reduced
5. No funding for piloting and testing new practices
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Interdependence between: Professional, departments, groups & organizations Capital, Finance & Accounting Leadership Technology, products & Services Information Capacity Building/Education Values and Culture Policy and more….
Senior Leadership will need to play a central role in Navigating Interdependence in the organization
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Building Name Leverett Towers F & G
Department Faculty of Arts and Sciences
Description Complex of 2 11-story towers
Age Built 1959; renovations every 4 years
Size 121,697 square feet
Occupancy 158 suites, 20 tutor apartments; 300 residents
Demographics Undergraduates, graduate tutors
Lease format Academic year appointments; temporary summer housing
Building systems and utilities
Heat/ventilation: Steam to forced air and radiant heat; Hot water: steamAir conditioning: window unitsElectricity: tutor kitchenette appliancesNatural gas: dryers (1990-2001 only)
2006 GHG emissions
1537 MTCDE
Business Modeling for Cost Neutral Climate Neutrality
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Cost Neutral Climate Neutral Building Case Study
Leverett Towers Investment Summary
Component% of
PortfolioInvestment Period MTCDE/yr
Energy Conservation Measures 17% 2007-2009 255
Renewable Energy Technology (onsite) 3% 2007-2009 49
Fuel Switch 22% 2012-2020 345
Offsets 58% 2012-2020 888
Behavior Program ((2%)) 2007-2020 ((33))
Business Modeling for Cost Neutral Climate Neutrality
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11
Leverett Tow ers:Climate Neutral Portfolio at 2020
17%
3%
22%58%
ECMs
RETs
Fuel Sw itch
Offsets
Leverette Towers Financial Summary for Climate Neutrality
Financial CategoryNet present value
through 2020
Investments (Energy Conservation Measures, Onsite Renewable Energy, Fuel Switching, Behavior change)
($1,068,958)
Savings (Energy Conservation Measures, Fuel Switching, Behavior change) $1,142,947
Carbon Offset Purchases ($68,268)
TOTAL PROGRAM Net Present Value (12yr timeframe) $5,721
Cost Neutral Climate Neutral Building Case Study(Research provided by 2008 thesis student Debra Shepard ([email protected])
www.eere.energy.gov
Business Modeling for Cost Neutral Climate Neutrality
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Organizational Systems
Attributes of an Organization in Transformation
Leadership Deep & visible sustainability commitment, values/preserves trust, drives collaboration as well as individual performance, leverages influence & authority from bottom-up, horizontal, top-down
Governance Distributed ownership and engagement, drives continuous improvement, enables systemic reform
Management Structures Cross-departmental permeability, interdisciplinary collaboration, bottom-up and horizontal interactivity
Finance and Accounting Financial drivers for innovation and systems efficiency, rewards performance, drives collaboration
Capacity Building Empowered workforce that is engaged in life long learning, broad engagement in implementation cycles for continuous testing and learning
Knowledge Effective prioritization, gathering and dissemination of knowledge
Sustainability Viewed as Requiring a Change Management Function
Change management team embedded with senior report and organization-wide connectivity with the capacity to undertake all core change management functions for sustainability
attributes of Transformation
Produced by Leith Sharp
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Leadership From Us
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TRUST
AuthorityTransaction
Three Types of Relationship Models
in Organizations
Reference: Professor Karen Stephenson, http://www.netform.com
Trust is the Fuel of Transformation
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Relationships provide a Powerful Force for Change
0 1
1 Year 9 2 Years 81 3 Years 729 4 Years 6,561 5 Years 59,049
If the average person can change the thinking of 3 people they have a relationship with over a period of 6 months and each of these people go on to do the same….
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Full Process = 3 months of constant facilitation by change managers
Vendor
Sales RepTechnician
School
Finance Mgr (capital budget)Finance Mgr (operating budget)
Facility DirectorBuilding Manager (Superintendent)
House Master
House occupants (students)REP coordinator (student)
Maintenance crew
Univ. Ops
12
3
4
5
67
8
910
1112
13
14
15
16
1718
19
20
Simple Light Bulb Changing Project at Harvard University
Green Campus
Loan FundMy staff
Barriers: Time + Capital + Policy + Training/Education + Values + Service/product
Interdependence Case Study: Changing Light bulbs at Harvard
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Rate of Growth re: Number of Green Building Projects on Harvard Campus
Extensive Change Management Process Used to Foster Organizational Conditions Necessary for Wide Scale Engagement, Innovation, Learning,
Leadership and Commitment
Interdependence Case Study: Green Buildings at Harvard
Engage Executive Leaders to Formalize Commitment
Streamlining and Reforming processes
Engage & Develop Capacities
Address Finance & Accounting Issues
Change Attitudes
Pilot Projects & Expand
2001 2002 2003 2004 2005 2006 2007 2008 2009 2011
5 12 163 4 50+ 23
5 12 163 4 50+ 23 80+
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The Leverage Principle: Even the biggest ships can be turned by a small force if it is directed at the point of maximum leverage.
Where is the Leverage?
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Build trust with allies & champions
Engage in 2-way educational exchange Propose trial
projects
Establish business plan and financing mechanism
Identify service needs and cost
savings
Leverage new confidence, networks &
capacities for larger projects
Understand basic organizational characteristics: Power, money,
decision-making
Systems Developer
Advocate, psychologist & educator
Entrepreneur & business builder
Content expert in green building, transportation etc
Project manager
Leverage allies to back ideasProblem Set:
InformationTechnology & Design
Politics & PowerOrganizational Limitations
Cognitive Limitations
The Role of the Sustainability Practitioner
Politician & experienced administrator
StrategistPromote success
and extract all lessons
Institutionalize new practice: standards,
reporting requirements
Implement project
Build staff capacities to implement new practices
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I am fully engaged in working on my part of the solution in
every way possible!
Stable experiences of innovation and success
Context of institutional commitment and management support
Peer to peer interactions
Rewards, incentives and recognition
Removal of barriers and disincentives
Proper inclusion in decision-making processes
Ongoing training and opportunities to learn
Access to expertise
Over time we can build an organizational context to empower the full potential of people as change
agents…………
Produced by Leith Sharp
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Leadership Across the Institution
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Our organizations are limited in their capacity for rationality but they do still have patterns, rules and incentives that can be understood.
Organizations are severely limited in their capacity to behave rationally due to inherent characteristics such as:
• complexity,
• limited capacities to calculate all parameters,
• the tendency towards ‘satisfycing’,
• fragmentation of problem and solution elements,
• limited organizational repertoires,
• shifting coalitions,
• shortages of time and attention,
• quasi resolutions to conflict and
• uncertainty avoidance.
(Simon and March 1986)
Said another way, institutions like universities are generally ‘plagued with goal ambiguity and conflict, with poorly understood problems that wander in and out of the system, with a variable environment and decision-makers with other things on their minds’.
Michael D. Cohen and James G. March. Leadership and Ambiguity – The American College President. 2nd Edition. Harvard Business School Press.
We Need to Make Change Easier: We Need to Know How our Organizations Really Work
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In large organizations most daily operations have become a habit, no longer done with awareness, no longer examined for the true
costs/benefit.
This is why READY, FIRE, AIM can be the right sequence in the early
stages of catalyzing change.
5% of what the individual does is consciously processed
We Need to Make Change Easier: Like our own minds our organizations are largely unconscious. They will
are revealed to us largely through the change process.
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The educational theorist Kent den Heyer proposes that we have a tendency to believe that it is through the
heroic efforts of individuals that real change occurs.
This assumption can lead to a feeling of helplessness on the part of many people confronting enormous issues
such as the global environmental imperative.
Will Our Great Leaders Save Us?
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To assist with moving us beyond our paralysis, Heyer encourages us to learn from historical social change movements and to understand the innate complexity of social change, the diversity of change agency roles and the unpredictable and powerful interactions of a significant number of forces.
Heyer offers “a socially distributed interpretation of agency better suited to the modest zones of influence in which most people live.”Historical agency for Social Change: Something more than “Symbolic Empowermnet (2003)
Will Our Great Leaders Save Us?
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CONFIDENCE & CAPACITY•Evidence•Confidence•Business base for green projects
AUTHORITY•Legitimacy•Priority•Mood/culture•Goals
MANAGEMENT•Green building standards•Green purchasing contracts•Green training programs
Middle Management
Top Level Leadership
Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc
Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs
Harvard’s Green Campus Initiative 2000-2008 Different Kinds of Leadership
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CONFIDENCE & CAPACITY•Evidence•Confidence•Business base re:green projects
AUTHORITY•Legitimacy•Priority•Mood/culture•Goals
MANAGEMENT•Green building standards•Green purchasing contracts•Green training programs
Middle Management
Top Level Leadership
Grass RootsStudents, teachers, building managers, custodial staff, kitchen staff etc
Harvard’s Green Campus Initiative A Business Model to Fund Green Collar Jobs
Leadership Is More Like a System or Cycle Than a Linear Process
Change Management
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- Goals- Priorities- Accountability
- Governance structures that enhance horizontal & bottom up engagement- Finance and accounting systems that enable savings and reinvestment- Sustainability staffing (change management professional)- Organizational training and capacity building- Culture of Trust and Engagement
- Develop confidence and capacities- Prove functionality and Enable expansion- Inform Direction and Systemic Reform
Executive
Middle Management
Grass Roots
Towards Sustainability
Formalize the Design of Governance Based on the Larger Leadership System
Direction
Systemic Reform and Continuous Improvement
Momentum: Pilot Projects/Case studies
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Green Office Program
Harvard Office For
Sustainability
Frameworks of Engagement for Wide Scale Ownership and Progression: Democratizing Leadership
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Harvard Green Lab Certification
Frameworks of Engagement for Wide Scale Ownership and Progression: Democratizing Leadership
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Transformation Insight:
Systems LeadershipAt the heart of the systems leadership is the belief that the
relationship between individuals has its own emergent, creative potential beyond that of the individual people or components
involved.
Systems leadership involves leading and participating with a commitment to cultivate, explore and utilize the emergent
potential of the relationships involved.
The art of effective change agency must involve a systems leadership approach.
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Leadership Within Groups/Project Leadership
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Designer
Contractor
Supplier
Owner
www.aangepastbouwen.nl
www.hansa-klima.de
Gre
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esi
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ier
–4.
9.0
8
Traditional Design
Process Understand the Team
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Gre
en
Bu
ildin
g D
esi
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–N
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Ga
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–4.
9.0
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Project
Team
Owner
Supplier Contractor
Designer
Integrated Design
Process Understand the TeamIntegrated Design Requires an
Integrated Team
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Optimizing Individuals and Relationships
Conventional Approach to Engagement
Integrated Process of Engagement
Involves team members only when essential Inclusive from the outset
Less time, energy, and collaboration exhibited in early stages
Front-loaded — time and energy invested early
More decisions made by fewer people Decisions influenced by broad team
Linear process Iterative process
Systems often considered in isolation Whole-systems thinking
Limited to constrained optimization Allows for full optimization
Diminished opportunity for synergies Seeks synergies
Emphasis on up-front costs Life-cycle costing
Typically finished when construction iscomplete
Process continues through post-occupancy
Source: ‘Roadmap for the Integrated Design Process’. Prepared Busby Perkins+Will, Stantec Consulting
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Most people believe that humans are innately averse to change. This is not true. A more accurate assessment is that people have an aversion to instability and risk and
they assume that change equals instability and risk.
People are actually invigorated by change when it occurs with adequate stability and low risk.
The most common source of unanticipated instability/risk is the failure to address interdependence. In other words ignoring the system and focusing only on certain
parts.
We Need to Make Change Easier
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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 co-authored by MIT, Carnegie Mellon University, and Union College researchers 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….
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 Will Matter More in the Green Economy Than Individual Intelligence
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http://web.mit.edu/press/2010/collective-intel.html
Three key factors that enhance group intelligence:
1. Groups whose members had higher levels of "social sensitivity" were more collectively intelligent. “Social sensitivity has to do with how well group members perceive each other's emotions,” says Christopher Chabris, a co-author and assistant professor of psychology at Union College in New York. 2. In groups where one person dominated, the group was less collectively intelligent than in groups where the conversational turns were more evenly distributed," adds Woolley.
3. And teams containing more women demonstrated greater social sensitivity and in turn greater collective intelligence compared to teams containing fewer women.
Group Intelligence Will Matter More in the Green Economy Than Individual Intelligence