snapshot on sustainability and organisational change

8/8/2019 Snapshot on Sustainability and Organisational Change

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Snapshot on

Sustainability and Organisational Change

The views expressed herein are not necessarily the views of the Commonwealth, and the Commonwealth does not accept responsibility for any information or advice contained herein.


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Contents

Steps on the journey: 3A. Vision, Strategy and Commitment 5B. Systems and Frameworks 7C. Bottom-up and Ownership 9D. Shared Responsibility and Values 11

To Realise a Sustainability StrategyStaff Behaviour Needs to Change 13

Behaviour Change is Achieved Through:Knowing, Wanting and Empowering 14

Staff Engagement Ideas 15 References/ Read more 16


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A. Vision, Strategy and Commitment

B. Systems and Frameworks

C. Bottom-up Approach and

Ownership

Steps on the journey

D. Shared Responsibility and Values


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A. Vision, Commitment and Strategy

Where do you want to go?How does this relate to sustainability?


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A. Vision, Strategy and Commitment

Develop a stimulating sustainability vision and a clearsustainability strategy connected to the companys

core business Be totally committed to the vision and strategy


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How are the building blocks related to the sustainability strategy?

And to the motivations of employees?


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Structure

System

Style/Leadership

Staff

Skill

Strategy

Shared ValuesUnwritten Rules

The 7S McKinsey model



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Senior Management needs to develop systems andframeworks that enable sustainability

Systems thinking needs to be stimulated Build in reporting and measuring Celebrate, reward and shame



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C. Bottom-up approach and ownership

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C. Bottom-up approach and ownership

Drive a bottom-up approach Respect/trust staff to give them the space/authority to

integrate sustainability into their normal work Harness peoples enthusiasm and focus their attention Respect what has been done historically


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13


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To be successful you need a connection and inputfrom everyone

Use creative internal communication Align sustainability programs with companys values

and core business programs


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To activate your sustainability strategy, staffbehaviour needs to change

Strategic

PrioritiesTarget Groups:

What behaviour is required?

Vision

Innovation

StaffChange AgentsManagers

Etc.

Team work

Values

Based on Culture Trainings Workshop Boer and Croon Oct 2003


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Behaviour Change is Achieved Through:Knowing, Wanting and Empowering

Mobilising Talent:Knowing, Wanting, Being empowered

Talent Mix:Recruiting, Retaining and Dismissing

KnowingDoes the organisation have clear strategic priorities?Are these priorities clearly communicated?Do staff understand what the strategic priorities mean

for their daily work? Are they internalised in KPIs?

Being empoweredWhich skills and tools are necessary?Do employees have correct and sufficient responsibilities?Do the companys systems and structure empower employees

to execute the strategic priorities?Does the organisation have the right staff to realise the

sustainability strategy?

WantingDo staff want to make the desired shift?Are staff involved with the formulation of targets?Do senior staff provide the right example?Does the companys culture support behavioural change?Are staff rewarded in line with the priorities?

RecruitingAre staff recruited with the right values and skillsat the right levels?

RetainingAre people retained within the organisation?

(through material and/or emotional means)

DismissingIs the company dismissing people who areopposing the sustainability strategy?

Based on Culture Trainings Workshop Boer and Croon Oct 2003


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Staff Engagement Ideas - examples from business

Ecological footprint calculationsInvited staff to participate for the past 2 years - there was a significant increase in participation

the second year and the average footprint decreased - it was also a good measure for individualstaff to drive change.

Harvest dayStaff organised a harvest lunch where they asked all staff to bring in produce they had grown athome, fruit, vegetables, flowers. It was a successful way to encourage discussion about theirgardens, worm farms, sharing of ideas and food and increase staff morale.

Hired actors to do a skit about paper consumption in the office this was a great engagingactivity element of surprise and even staff who missed out heard about it.

Example of a disincentive for behaviour changeAfter auditing over a month and reminding staff to turn off computers one evening a black balloonwas left on the desk of any staff member who didnt turn off their computer at night the balloonrepresented a kilo of CO2 and followed a public campaign with a similar icon. This was an

obvious disincentive for staff and the reduction in energy consumption was significant.


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References/ Reading more

Baker, Angela and Andrew Stanton. How Organisational Change is Contributing to a Sustainable Bushfire Program.Nature Conservation Council of NSW. Feb. 2004

http://www.environment.nsw.gov.au/resources/cee/bakerstanton.pdf Dunphy, D., A. Griffths and S. Benn. Organizational Change For Corporate Sustainability: A Guide For Leaders and

Change Agents of The Future. London: Routledge. 2003 Hechtman, M. Candidates now searching for greener pastures. The Australian Financial Review 29 Feb. 2008. p. 68 Hunting, SA and D. Tilbury. Shifting Towards Sustainability. Six Insights into successful organisational change for

sustainability. Australian Research Institute in Education for Sustainability (ARIES) for the Australian GovernmentDepartment of the Environment and Heritage. 2006 http://www.aries.mq.edu.au/pdf/InsightsBooklet.pdf

Lyon, David. How can you help organization change to meet the corporate responsibility agenda?

In: Corporate Social Responsibility and Environmental Management. Volume 11, Issue 3 , 3 Sep 2004. P.133-139 Schein, Edgar H. The Corporate Culture Survival Guide: Sense and Nonsense about Culture Change. San

Francisco: Jossey-Bass. 1999 Scott-Morgan, Peter B. Removing Barriers to Change: The Unwritten Rules of the Game. Prisim, Q4, pp.5-18, 1993

http://internal-relations.de/wp-content/uploads/2008/01/unwritten-rules.pdf. Smythe, John. The democratization of strategy and change: headlines from a recent study into employee

engagement. Communication World, March-April, 2005

http://findarticles.com/p/articles/mi_m4422/is_2_22/ai_n13648076 The McKinsey 7S Framework. Ensuring that all parts of your organization work in harmony.

http://www.mindtools.com/pages/article/newSTR_91.htm

For more information please contact:Total Environment Centre - Green CapitalIrmine van der Geest/ Danielle Domone

+61 2 9261 3566

snapshot on sustainability and organisational change

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