Learning leadership and sustainable development
Download
1 / 13

Learning, Leadership and Sustainable Development - PowerPoint PPT Presentation


  • 168 Views
  • Updated On :

Learning, Leadership and Sustainable Development. Dr Jake Reynolds University of Cambridge Programme for Industry. Corporate arena. Story so far…. General acceptance that business can play a key role in delivering SD Increasing acceptance by business of the many cases to be made

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Learning, Leadership and Sustainable Development' - andrew


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Learning leadership and sustainable development

Learning, Leadership and Sustainable Development

Dr Jake Reynolds

University of Cambridge Programme for Industry


Corporate arena
Corporate arena

Story so far…

  • General acceptance that business can play a key role in delivering SD

  • Increasing acceptance by business of the many cases to be made

  • Lots of talk, reports, principles, intentions

  • Level of progress debatable…

ESSD, 10-12 May 2004, The Hague


How we imagine change
How we imagine change

Strategy(organisational direction)

Performance(organisational success)

Model A

Practice

(organisational impact)

ESSD, 10-12 May 2004, The Hague


What really happens
What really happens

Strategy(organisational direction)

Culture

Performance(organisational success)

Model B

Practice

(organisational impact)

ESSD, 10-12 May 2004, The Hague


Culture change

Grow! Try harder!

Culture change

  • SD is a ‘high magnitude’ challenge

  • Cultural changes are necessary, not desirable

ESSD, 10-12 May 2004, The Hague


Helpful shifts
Helpful shifts

Problem

Compliance

Source of risk

Cost

Distraction

Specialist/technical

Complicated

Quick fix

Passing fad

Clever PR

Ill-defined, fluffy

Ducking and weaving

Problem Opportunity

Cost Saving

Source of risk Source of value

Specialist/technical Mainstream

Complicated Common sense

Fragmented Integrated

Reactive Predictive

Quick fix Long-term investment

Passing fad Core business

Clever PR License to operate

Vague/ill-defined Clear values and principles

Tactics Trust

ESSD, 10-12 May 2004, The Hague


Models of change
Models of change

  • Power-centred (shouting at plants):

    • autocratic – culture of instruction, supervision, dependency

  • People-centred approaches:

    • dialogue, engagement, guidance, tools – who owns it?

  • Emergent change:

    • continuous, evolutionary, self-organising

      “You cannot direct an organisation, only disturb it such that it reorganises.”

ESSD, 10-12 May 2004, The Hague


Implications

Supportive environment

The ‘hands’

Freedom to learn

The ‘head’

THINK

ACT

BE

Sense of purpose

The ‘heart’

Implications

  • Give more attention to growing the conditions in which change occurs

  • Engage with the head, heart and hands

ESSD, 10-12 May 2004, The Hague


Leadership
Leadership

  • What does it mean to be an SD leader?

  • Challenge cultural obstacles (by creating disturbance)

  • Construct new patterns of behaviour (by creating psychological safety)

ESSD, 10-12 May 2004, The Hague


Leadership1
Leadership

  • Task 1: Create disturbance

    • Be as radical as the campaigners, but in the organisation’s interests

    • Alert employees to threats

    • Expose poor performance

    • Get charismatic figures to challenge the status quo

    • Surface assumptions

    • Awaken people to the issues, risks, possibilities

ESSD, 10-12 May 2004, The Hague


Leadership2
Leadership

  • Task 2: Create psychological safety

    • Build SD into the vision and values

    • Illuminate SD locally within teams and functions

    • Empower staff to come up with solutions

    • Create ‘practice fields ‘

    • Act as role model, not ‘expert’

    • Align systems and policies

    • ‘Scaffold’ learning

ESSD, 10-12 May 2004, The Hague


www.sdchronos.org

ESSD, 10-12 May 2004, The Hague


[email protected]

www.sdchronos.org

ESSD, 10-12 May 2004, The Hague


ad