Leadership From the Top
Common Evolution for Executive Commitment
Principles, Sign
Declarations,
Mission Statements
Common Evolution for Executive Commitment
Setting Goals, Integrating into
Strategic Planning Processes.
Some funding support
Awakening
Principles, Sign
Declarations,
Mission Statements
Common Evolution for Executive Commitment
Setting Goals, Integrating into
Strategic Planning Processes.
Some funding support
Awakening
Principles, Sign
Declarations,
Mission Statements
Pioneering
Integrate into
Organizational
Identity. Formalize
responsibilities across
executive teams,
faculty and staff.
Sustainability
planning.
Common Evolution for Executive Commitment
Setting Goals, Integrating into
Strategic Planning Processes.
Some funding support
Awakening
Pioneering
Principles, Sign
Declarations,
Mission Statements
Integrate into
Organizational
Identity. Formalize
responsibilities across
executive teams,
faculty and staff
Transformation
Use sustainability as an organizing principle and lens for
executive decision-making and institutional reform
Continuous improvement in sustainability as established
organizational expectation.
Senior Leadership will need to play a central role in
reforming key institutional systems across the
organization
Capital Budget
Managers
Maintenance Budget
Managers
Barrier: Accounting
structures are driving
inefficient design and
operations by limiting the
appropriate movement of
investments and savings
Utility Budget
Managers
Human Resources
Managers
Common Practices:
1.
Capital Budget
Managers
Utility Budget
Managers
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
Maintenance Budget
Managers
Human Resources
Managers
Senior Leadership will need to play a central role in
Navigating Interdependence in the organization
Interdependence between:









Professional, departments, groups & organizations
Capital, Finance & Accounting
Leadership
Technology, products & Services
Information
Capacity Building/Education
Values and Culture
Policy
and more….
Business Modeling for Cost Neutral Climate
Neutrality
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: steam
Air conditioning: window units
Electricity: tutor kitchenette appliances
Natural gas: dryers (1990-2001 only)
2006 GHG emissions
1537 MTCDE
Business Modeling for Cost Neutral Climate
Neutrality
Cost Neutral Climate Neutral Building Case Study
Leverett Towers Investment Summary
Component
Energy Conservation Measures
% of
Portfolio
Investment Period
MTCDE/yr
17%
2007-2009
255
3%
2007-2009
49
Fuel Switch
22%
2012-2020
345
Offsets
58%
2012-2020
888
((2%))
2007-2020
((33))
Renewable Energy Technology (onsite)
Behavior Program
Business Modeling for Cost Neutral Climate
Neutrality
Cost Neutral Climate Neutral Building Case Study
(Research provided by 2008 thesis student Debra Shepard (dshepard@eheinc.com)
Leverette Towers Financial Summary for Climate Neutrality
Net present value
through 2020
Financial Category
Investments (Energy Conservation Measures, Onsite Renewable Energy,
Fuel Switching, Behavior change)
Savings (Energy Conservation Measures, Fuel Switching, Behavior change)
Carbon Offset Purchases
($1,068,958)
$1,142,947
($68,268)
TOTAL PROGRAM Net Present Value (12yr timeframe)
Leverett Tow ers:
Climate Neutral Portfolio at 2020
17%
3%
ECMs
RETs
Fuel Sw itch
58%
22%
Offsets
11
$5,721
attributes of Transformation
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 Change management team embedded with senior report and
Requiring a Change
organization-wide connectivity with the capacity to undertake all
Management Function
core change management functions for sustainability Produced by Leith Sharp
Leadership From Us
Trust is the Fuel of Transformation
TRUST
Three Types of
Relationship Models
in Organizations
Transaction
Reference: Professor Karen Stephenson, http://www.netform.com
Authority
Relationships provide a
Powerful Force for Change
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….
0
1
1 Year
9
2 Years
81
3 Years
729
4 Years
6,561
5 Years
59,049
Interdependence Case Study: Changing Light bulbs at Harvard
Simple Light Bulb Changing Project at Harvard University
Full Process = 3 months of constant facilitation by change managers
Barriers: Time + Capital + Policy + Training/Education + Values + Service/product
School
4
Green
Campus
Loan Fund
20
19
8
1
2
7
My staff
6
14
Vendor
Sales Rep
Technician
Finance Mgr (capital budget) 18
Finance Mgr (operating budget)
17
3
9
10
House Master
15
12
Univ. Ops
16
Facility Director 5
Building Manager (Superintendent)
13
Maintenance
crew
11
House occupants (students)
REP coordinator (student)
Interdependence Case Study: Green Buildings at Harvard
Pilot Projects & Expand
Change Attitudes
Address Finance & Accounting Issues
Engage & Develop Capacities
Streamlining and Reforming processes
Engage Executive Leaders to Formalize Commitment
2001
3
2002
2003
3
4
4
2004
2005
5
5
2006
2007
12
12
2008
16
16
23
2009 2011
23
50+
50+
80+
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
Where is the Leverage?
The Leverage Principle: Even the biggest ships can be turned by a small
force if it is directed at the point of maximum leverage.
The Role of the Sustainability Practitioner
Advocate, psychologist & educator
Politician &
experienced
administrator
Build trust
with allies &
champions
Understand basic
organizational
characteristics:
Power, money,
decision-making
Leverage new
confidence,
networks &
capacities for larger
projects
Strategist
Engage in 2-way
educational
exchange
Propose trial
projects
Problem Set:
Information
Technology & Design
Politics & Power
Organizational Limitations
Cognitive Limitations
Institutionalize new
practice: standards,
reporting
requirements
Content expert in
green building,
transportation etc
Leverage allies to
back ideas
Identify service
needs and cost
savings
Establish
business plan
and financing
mechanism
Entrepreneur
& business
builder
Build staff capacities to
implement new practices
Promote
success
and extract
all lessons
Systems Developer
Implement
project
Project manager
Over time we can build an organizational context to
empower the full potential of people as change
agents…………
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
I am fully engaged in working
on my part of the solution in
every way possible!
Produced by Leith Sharp
Leadership Across the Institution
We Need to Make Change Easier: We Need to Know
How our Organizations Really Work
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 decisionmakers 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: Like our own minds
our organizations are largely unconscious. They will
are revealed to us largely through the change
process.
5% of what the individual does is
consciously processed
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.
Will Our Great Leaders Save Us?
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?
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)
Harvard’s Green Campus Initiative 2000-2008
A Business Model
Different
to Fund
Kinds
Green
of Leadership
Collar Jobs
Grass Roots
CONFIDENCE & CAPACITY
Students, teachers,
building managers, custodial staff,
kitchen staff etc
•Evidence
•Confidence
•Business base for green projects
Top Level
Leadership
AUTHORITY
Middle
Management
MANAGEMENT
•Legitimacy
•Priority
•Mood/culture
•Goals
•Green building standards
•Green purchasing contracts
•Green training programs
Harvard’s
Green
CampusLike
Initiative
Leadership
Is More
a System or Cycle Than a Linear Process
A Business Model to Fund Green Collar Jobs
Grass Roots
CONFIDENCE & CAPACITY
Students, teachers,
building managers,
custodial staff,
kitchen staff etc
•Evidence
•Confidence
•Business base re:green projects
Top Level
Leadership
Middle
Management
Change
Management
AUTHORITY
•Legitimacy
•Priority
•Mood/culture
•Goals
MANAGEMENT
•Green building standards
•Green purchasing contracts
•Green training programs
Formalize the Design of Governance Based on the Larger
Leadership System
Direction
Executive
- Goals
- Priorities
- Accountability
Systemic Reform and Continuous Improvement
Middle
Management
Grass Roots
- 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
Momentum: Pilot Projects/Case studies
- Develop confidence and capacities
- Prove functionality and Enable expansion
- Inform Direction and Systemic Reform
Towards
Sustainability
Frameworks of Engagement for Wide Scale Ownership and Progression:
Democratizing Leadership
Green Office
Program
Harvard
Office For
Sustainability
Frameworks of Engagement for Wide Scale Ownership and Progression:
Democratizing Leadership
Harvard Green Lab
Certification
Transformation Insight:
Systems Leadership
At 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.
Leadership Within Groups/Project Leadership
Green Building Design – Nathan Gauthier – 4.9.08
Owner
Designer
www.aangepastbouwen.nl
Contractor
Supplier
Traditional
Design
Process
www.hansa-klima.de
Understand the Team
Designer
Green Building Design – Nathan Gauthier – 4.9.08
Owner
Project
Team
Supplier
Integrated
Contractor
Design
Integrated Design Requires an
Process Understand
Integrated the
TeamTeam
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 is
Process continues through post-occupancy
complete
Source:
‘Roadmap for the Integrated Design Process’. Prepared Busby Perkins+Will, Stantec Consulting
We Need to Make Change Easier
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.
Group Intelligence Will Matter More in the Green Economy Than
Individual Intelligence
“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.”
http://web.mit.edu/press/2010/collective-intel.html
Group Intelligence Will Matter More in the Green Economy Than
Individual Intelligence
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.
http://web.mit.edu/press/2010/collective-intel.html