1. Leading for Regeneration
Redefining who we are – Redesigning what we do
Regenerative Organizations
John Hardman, Ph.D.
jhardman@regenerativeorganizations.com
http://regenerativeorganizations.com
7. LEADING FOR REGENERATION
RESTORE THE PRESENT – REDESIGN THE FUTURE
Theory of Change
Behaviors make change happen, but they can only be as
good as the inner operating system that drives them.
OUR CONSCIOUSNESS
This requires a mindset willing to re-focus its
attention on its inner operating system before it can
restore the present and redesign the future.
8. Integrated Worldview
(the whole picture)
Regenerative Capacity Index (RCI)
Engagement +75%
Commitment 51 – 75%
The Journey
to Regeneration Compliance 26 – 50%
Skepticism 11 – 25%
Ignorance/Resistance -10%
Fragmented Worldview
9. Regenerative
Leadership EXTERIOR / OBJECTIVE WORLD
Framework
Personal Collective LEADERSHIP
behaviors, competencies, an behaviors, systems, compet •Purpose-
d skills encies, and 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
COLLECTIVE
INDIVIDUAL
engagement futures (triple-top line)
2 4
Field of Engagement & Emerging Consciousness
Personal mindset, 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
Collaboration
INTERIOR / SUBJECTIVE WORLD
12. The Principles of Sustainability
“Sustainable development is
development that meets the needs of
the present without compromising the
ability of future generations to meet
their own needs"
Brundtland Commission Report 1987
KEY CONCEPTS OF SUSTAINABLE DEVELOPMENT
• The concept of needs, in particular the essential needs of the
world’s poor, to which overriding priority should be given; and
• The idea of limitations imposed by the state of technology and
social organization on the environment’s ability to meet present
and future needs.”
13. 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 the
progressive buildup of substances progressive buildup of chemicals and
extracted from the Earth's crust (for compounds produced by society (for
example, heavy metals and fossil fuels) example, dioxins, PCBs, and DDT )
3. eliminate our contribution to the 4. eliminate our contribution to conditions
progressive physical degradation and that undermine people’s capacity to meet
destruction of nature and natural their basic human needs (for
processes (for example, over harvesting example, unsafe working conditions and not
forests and paving over critical wildlife enough pay to live on).
habitat); and
14. Life Cycle Assessment
Are we obeying nature's 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/ECONOMICS
REGENERATIVE
How 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
Based on Sierpinski's triangle and the fractal geometry of Benoit Mandelbrot (1975)
15. Levels of Systems Thinking
(Alan AtKisson, 2009)
Beginning Intermediate Advanced
Modeling of Modeling of Modeling of
system elements system structures system dynamics
Seeing multiple linkages Differentiating among Quantification of
among elements stocks, flows, feedback stocks and flows
loops
Systems mapping with Formal Use of math to
cause-and-effect chains causal loop diagrams mimic system behaviors
(and some loops)
Generates Generates Generates
new ideas for change new insights about computer models
system behavior for scenario exploration
and validation against real
world cases
17. 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: Implementation
Step 5: Assessment & Evaluation How are we going to get there?
How will we know that we have
all our stakeholders
• Regenerative Leadership
arrived? committed and capable of
Framework
• Report performance against driving this change? • Integrated Design Process
objectives • Appreciative Inquiry
• Institutionalize changes • Action Learning
• 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
20. The Seven Blunders and Interventions for Sustainability
Seven Blunders of Sustainability Seven Interventions for Sustainability
1. Patriarchal Thinking That Leads to a 1. Change the Dominant Mindset Through the
False Sense of Security Imperative of Achieving Sustainability
2. ‘Siloed’ Approach to Environmental 2. Rearrange the Parts by Organizing Sustainability
and Socioeconomic Issues. Transition Teams
3. No Clear Vision of Sustainability 3. Change Goals by Crafting an Ideal Vision and
Guiding Sustainability Principles
4. Confusion over Cause and Effect 4. Restructure the Rules of Engagement by
Adopting New Strategies
5. Lack of Information 5. Shift Information Flows through the
Organization by Tirelessly Communicating the
Need, Vision, and Strategies for Achieving
Sustainability
6. Insufficient Mechanisms for 6. Correct Feedback Loops by Encouraging and
Learning Rewarding Learning and Innovation
7. Failure to Institutionalize 7. Adjust the Parameters by Aligning Systems and
Sustainability Structures with Sustainability
Doppelt, B. (2003). Leading change toward sustainability: A change-management guide for
business, government, and civil society. Sheffield, UK: Greenleaf Publishing.
21. Step 2: Strategy (Business & Industry)
TOMORROW
Strategy:
Clean Technology Strategy:
Develop the Sustainability Vision Drivers
Drivers sustainable Create a shared
• Climate
competencies of the roadmap to meet unmet
Change
future needs
• Disruption • Resource
• Clean Tech Payoff: Payoff: Depletion
• Footprint Innovation & • Poverty
Sustainable Growth
Repositioning Trajectory
SUSTAINABLE
INTERNAL EXTERNAL
VALUE
Drivers Strategy: Strategy: Drivers
Pollution Prevention Product Stewardship
• Pollution Minimize waste and Integrate stakeholder • Civil
• Material emissions from views into business Society
Consumption operations process • Transparency
• Waste Payoff: • Connectivity
Payoff:
Cost & Risk Reduction Reputation &
Legitimacy
TODAY
Sustainable Value Framework : Senge et al. (2008). The necessary revolution. Used with permission.
22. Step 2: Strategy (Cont’d)
FACILITIES
Points Practice Incubator Initiative Integrated
Sustainability – Competency and Opportunity Rating & Evaluation
1 point 3 points 9 points
Energy: Reduce At least every 5 years, Have in place systems Purchase or produce at
SCORE Results--All Functions
environmental and Sectors conduct an energy Functions 80% renewable
for monitoring and least
social impacts audit and act on the
Rating (0-9) reducing impacts from energy (electricity and
•Services with 0
associated 3 6
results. 9 •Senior management
both equipment and other fuels).
•Manufacturing
energyTop Management
use through 1.0 1.5 •Facilities
human behavior (e.g., Demonstrate
conservation, and
•Humanoff lights and reductions in energy
turning
•GovernmentFacilities 1.4 2.2
renewables.
Resources significant overall
computers). Purchase
Human resources
1.0
1.9
•Purchasing 2.0
at least 25% renewable
0.0 1.0 3.0
consumption.
4.0
Coming soon 0.0
•Office Operations
Sust Mgmt System
energy.
Office operations
•Travel waste facility. 1.7Conducton waste audit employees and haulers Achieve zero waste (at
Waste: Move toward a Provide incentives for
•Environmental Affairs 90% reduction in
Function
Vision
a zero 0.8 and act the results. least
•Spas Purchasing 1.0
Educate staff about •Marketing/Public Relationsgoing to
Strategy
EXECUTIVES
to divert resources solid waste
Environmental Communication/Educ.
•Construction affairs 1.9
•Finance/Accountingthe landfill) while
reducing consumption. from the waste stream.
1.6
Commitment
1.1 Have systems in place
Marketing/PR 2.1
•Sustainability Coordinator residual
Implementation
directing
for waste reduction products to the “next
Finance/Accounting 0.8
2.0
(e.g., recycling is easier, •Information/Communication
Transparency
best use” whenever
Sustainability 0.5
monitoring and Technology (coming soon)
Reporting
practical.
director/coordinator 1.3
feedback systems,
Client signage).
Benchmark
23. Step 2: Strategy (Corporations, communities, cities,
government)
Defining Training
Orienting Educating
Measuring Planning
Assessing Teambuilding
Engaging Building Consensus
The ISIS Accelerator
Tools for Sustainability
Training for Change Focusing
Strategizing Change Formal Planning
Changing Organizing
Spreading Finding Niches
Replicating Evaluating
24. Step 2: Strategy (Education)
Infusing Sustainability in the Curriculum
27. Generative Dialogue
In the new economy conversations are the most important form
of work. Alan Webber (1993) Harvard Business Review
4 3
1 2
28. Appreciative Inquiry: A positive Revolution in Change
David Cooperrider & Diana Whitney
The co-evolutionary search for the best in people, their organizations, and the
relevant world around them.
29. Shifting the FOCUS and TONE
(adapted from Roberts, 2008)
From SUSTAINABLE To REGENERATIVE
Responsibility Inspiration
Obligation Opportunity
Organizational Personal
What’s to be done? What can I do?
Limits Possibilities
Global issues Individual passion
Respect Love
Hope for planet Faith in people
30. Leading for Regeneration
Restore the Present – Redesign the Future
Regenerative Organizations
John Hardman, Ph.D.
jhardman@regenerativeorganizations.com
http://regenerativeorganizations.com
