A1 Barber
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Transcript of A1 Barber
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(c) Marcus Barber 2005 - [email protected]
Sustainability – Why Bother?
Committing Universities to Sustainable Development
Graz, Austria, April 2005
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(c) Marcus Barber 2005 - [email protected]
Why Should We bother? We are responsible for guiding those
lacking an appropriate understanding to do the right thing
Substantial opportunities to increase: research income; appeal to students; international & national reputation for faculty and the institution
An improved collective outcome for all stakeholders and to stand up for those without a voice or adequate resources
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(c) Marcus Barber 2005 - [email protected]
Ideas Pieces One means of getting the idea going
‘Opinion Piece’ research styled paper
Enable extensive dissemination of concept and encourages discussion
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(c) Marcus Barber 2005 - [email protected]
Getting Attention Deliberately Provocative
Take a position but do not draw a definitive conclusion
Alert multiple stakeholders and give them a part to play
Stand back and watch what evolves
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(c) Marcus Barber 2005 - [email protected]
The nub of the problem?
Teenagers and Academics have one thing in common – they are both too smart to
be told anything!
How do you engage with people who believe they already know enough? How do you get them to understand, embrace and support your views and intentions?
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(c) Marcus Barber 2005 - [email protected]
Whose responsibility?
Sustainability affects everyone yet some believe that only ‘certain people’ have the capability to represent opinion
The masses hold sway – talk to them at a level that matches their capabilities
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(c) Marcus Barber 2005 - [email protected]
Who Wins, Who Loses?
If you cannot answer this question you will have a much tougher time
There is a BIG difference between ‘interested’ and ‘committed’
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(c) Marcus Barber 2005 - [email protected]
Interested or Committed?“Dear Marcus
My advice is that it would be inappropriate to contact Council members in any way!
The only contact must be through Executive Group.
Regards…”
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(c) Marcus Barber 2005 - [email protected]
Interested or Committed?“…this is a matter for (*) to decide given
the benefits to the university and available budget…”
BUT
This response was from the person who ultimately controlled funding availability
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(c) Marcus Barber 2005 - [email protected]
What does ‘Sustainability’ mean?
Not everyone agrees with you Therefore not everyone will agree with
your proposed model Therefore people will act according to
what they believe is most suitable for them
Therefore you can expect (and anticipate) various hurdles along the way
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(c) Marcus Barber 2005 - [email protected]
Developing Understanding
The following can be used as a launch point
Get various stakeholders to discuss what it means to them
Listen carefully to ‘how’ they answer – big clues for how to proceed
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(c) Marcus Barber 2005 - [email protected]
Theory of Sustainable Societies
Advanced societies seek and encourage ways for members of their society to
improve the conditions for their current and future existence. Societies that attempt to maintain the status quo
ultimately decay
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(c) Marcus Barber 2005 - [email protected]
Gaining Buy-InSuggest to stakeholders that:‘If we don’t act to advance the overall
society for its current and future members, we are doomed to decay’
Then ask them: ‘How do you suggest we do that?’
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(c) Marcus Barber 2005 - [email protected]
Test their thinking further Collect all of the stakeholder
suggestions for how society can be made to advance
Now throw them a ‘hot potato’…
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(c) Marcus Barber 2005 - [email protected]
Sustainable Societies Paradox
The degree to which a society can be considered ‘truly advanced’ is in direct INVERSE proportion to the size of their ecological footprint
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(c) Marcus Barber 2005 - [email protected]
The Paradox: Wasteful societies are not ‘advanced’
Societies with poor living conditions are not ‘advanced’
Big footprints = less advanced Poor living conditions = less advanced
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(c) Marcus Barber 2005 - [email protected]
What Does ‘Truly Advanced’ Mean?
Don’t we, as proponents of sustainability, presume that our ‘idea’ of the world is an advance on what currently exists?
What would a TRULY advanced society look like and how would it behave?
How then, should your university behave in order to lead?
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(c) Marcus Barber 2005 - [email protected]
Gaining Buy-In So…
Unless we identify what is an acceptable and sustainable level of advancement (and then pursue it) , we are destined to fail
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(c) Marcus Barber 2005 - [email protected]
Expanding our Mental Models
Two models presented here:– Wilber’s 4 Quadrant model
– Beck & Cowan’s Spiral Dynamics™ model
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(c) Marcus Barber 2005 - [email protected]
Wilber’s 4 QuadrantsWhat Independent Internal Thinking is occurring?
What Independent Physical Manifestations of that thinking exist?
What Collective Internal Thinking is occurring?
What Collective Physical Manifestations exist?
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(c) Marcus Barber 2005 - [email protected]
Wilber’s 4 QuadrantsTBL as a concept
(Interior & Individual)
Financial Indicators
(Exterior & Individual)
Environmental Indicators
(Exterior & Collective)
Social Indicators
(Interior & Collective)
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(c) Marcus Barber 2005 - [email protected]
Value Systems Aka ‘Spiral Dynamics’ Preferences for processes of thinking Not a typology Adapt and sway to varying external life
conditions Identified by Prof Clare W Graves Developed by Dr Don Beck and Chris
Cowan
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(c) Marcus Barber 2005 - [email protected]
Value Systems Theory Barriers come in all shapes and sizes!
“Today’s solutions will become tomorrow’s problems”– Prof. Clare W Graves
Therefore, today’s problems were yesterday’s solutions – so we need to think and act better TODAY!
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(c) Marcus Barber 2005 - [email protected]
Example Problem: Carbon Dioxide Solution: Carbon Credits
But carbon credits only benefit rich nations
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(c) Marcus Barber 2005 - [email protected]
Additional Solution Oxygen Credits Countries that produce more oxygen
than carbon dioxide get paid for producing
How? – Formula is CO2/O2 = Tax levee
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(c) Marcus Barber 2005 - [email protected]
Tackling Problems You will most likely encounter three modes
consistently – modes 4, 5 and 6
They present uniquely designed challenges
You will need to match your solution to HOW they think about the problem not WHAT they think about the problem
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(c) Marcus Barber 2005 - [email protected]
Tackling ProblemsSDLevel
Approach each system uses to try to resolve Life’s Problems:
Four Obeys higher authority; ‘Loyal soldier’; Maintains rules & systems;
Five Works system to gain advantage for self; Improver & enhancer of system, passion for technological solutions
Six Collaborative & inclusive; Seeks diversity of opinion; Values people
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(c) Marcus Barber 2005 - [email protected]
Leveraging for Sustainability
SD Level Advantage in using this level when embracing a ‘sustainable’ approach:
Four Ensures compliance to mandated system; Dots I’s and crosses T’s, everything by the book without favour
Five Circumvents roadblocks; Innovation in implementation; Sees financial gains
Six Humanistic approach addresses, ‘Social’ reporting awareness and needs
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(c) Marcus Barber 2005 - [email protected]
Level 4
Obsession with rules for rules sake; Rigid and unwillingness to adapt to changing demands. Can refuse to embrace ‘new rule structures’ and may attempt to return to ‘the good old days’ leading to repetitive attempts at implementation
Failure to implement proper procedures leads to rejection of new system. Staff focus on what is wrong with new system and continually reject change as being in ‘best interests’ of organisation.
Clearly understands need for accuracy & efficiency of Sustainability implementation. ‘Plays policeman’ by ensuring old ways are no longer valid for use by reluctant areas
Behavioural Limitation
Negative Example Positive Example
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(c) Marcus Barber 2005 - [email protected]
Level 5Behavioural
Limitation Negative Example Positive Example
May cut corners to ‘feather own nest’; Manipulates rule system to gain personal advantage; Technical orientated – people treated as tools. Can circumvent policies perceived as causing delays
TBL seen as a distraction. Potential threat to positional authority and even personal financial outcomes leads to ignoring basic tenants. Focus is on how to manipulate parts of new system rather than whole system in order to gain for self.
Identifies roadblocks and designs strategy to overcome them. Strategic in selecting resources and allocating tasks to ensure that updated and enhanced processes deliver positive outcomes
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(c) Marcus Barber 2005 - [email protected]
Level 6Behavioural
Limitation Negative Example Positive Example
Collective orientation can lead to an unwillingness to take action; May ignore financial imperatives instead focusing on seeking ‘equal consensus’ rather than ‘acceptance and moving forward’
Treats all opinions as ‘equal value’. If ‘anti’ implementation of an idea, will seek continuous meetings, updates and surveys of staff opinions in order to prevent any true progress occurring.
Collects multiple opinions and able to represent all voices.
Understands how to deliver message in acceptable way for all parties. Embraces idea of benefit for all
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(c) Marcus Barber 2005 - [email protected]
Why Should We bother? We are responsible for guiding those lacking
an appropriate understanding to do the right thing
Substantial opportunities to increase: student appeal; research income; international & national reputation for faculty and University
An improved collective outcome for all stakeholders and to stand up for those without a voice or adequate resources
![Page 33: A1 Barber](https://reader030.fdocuments.in/reader030/viewer/2022020223/577cc4821a28aba711998a41/html5/thumbnails/33.jpg)
(c) Marcus Barber 2005 - [email protected]
Sell the benefits… Leading by example will enable us to ensure
that appropriate knowledge and proper action is taken by the community
The income opportunities will place us ahead of the pack giving us a substantial competitive advantage & a significantly enhanced reputation as we advance society
We are in a position to improve social outcomes across the board in a consultative and inclusive process
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(c) Marcus Barber 2005 - [email protected]
Why we should bother: We are the ones supposedly with the
intellectual capacity to know the importance
Sheer physical size and ‘reach’ – students, staff, resources consumed – massive social networks with huge environmental footprints
Community acceptance – generally yet to face the scandals impacting corporations and political representatives means we have a leadership role
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(c) Marcus Barber 2005 - [email protected]
So the message is… Identify the different meanings of
‘advanced societies’ and of ‘sustainability’ Engage discussion (ideas pieces etc) Identify the potential barriers – ask and
answer ‘who wins, who loses?’ Use Value Systems model to tap inherent
capabilities across the organisation ‘Sell’ the benefits of sustainability that
most appeal to each Value System
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(c) Marcus Barber 2005 - [email protected]
Final Quote There is nothing more difficult to carry out, more
doubtful of success, or more dangerous to handle, than to initiate a new order of things.For, those who would institute change have enemies in all those who profit by the old order, and only lukewarm defenders in all those whowould profit by the new order.
Nicolo MachiavelliThe Prince, 1532
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(c) Marcus Barber 2005 - [email protected]
Special thanksFrontier Media – marketing specialists
for sustainable products and services (www.frontiermedia.com.au )
August Strategic – business services (www.auguststrategic.com.au)Strategic Futures Concepts
Who made it possible for me to attend this conference
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(c) Marcus Barber 2005 - [email protected]
References & Suggested Reading
‘Spiral Dynamics – mastering leadership, values and change’ – Beck & Cowan (Blackwood)
www.spiraldynamics.net; www.spiraldynamics.org; www.clarewgraves.com
The paper accompanying this presentation and others available upon request to the author at [email protected] – ‘A drop in the ocean for foresight practitioners’– ‘An hypothesis of Value Systems as foresight
frameworks’– ‘21st Century Outlooks: Sustainability - implications for
organisations’