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Published on April 24, 2008

Author: Candelora

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Accelerator:  Accelerator A Toolbox for Sustainable Development Based on the ISIS Method ISIS:  ISIS A Sequence of Strategic Reflection Processes Indicators  Systems  Innovation  Strategy What are organizations doing when they say they do “sustainable development”?:  What are organizations doing when they say they do “sustainable development”? Source: Stuart Hart, with thanks to Marty LaGod, with additions by AtKisson What are organizations doing when they say they do “sustainable development”?:  What are organizations doing when they say they do “sustainable development”? Environmental Management Corporate Social Responsibility Greening Industrial Ecology Stakeholder Management Life-Cycle Management Pollution Prevention (P2) Sustainable Development Design for Environment (DfE) Green Design Urban Reinvestment Brownfield Redevelopment ISO 14001 Waste Reduction Closed Loops Resource Productivity Sustainable Technology Radical Transactiveness Systems Thinking Corporate Governance Clean Technology Eco-Efficiency Eco-Effectiveness Biomimicry Triple Bottom Line Inclusive Capitalism Base of the Pyramid Community Capitalism Corporate Citizenship Voluntary Regulation Civic Entrepreneurship Full Cost Accounting EMS Risk Management Leapfrog Technology Cradle to Cradle Restorative Technology Balanced Scorecard Take-Back Transparency Source: Stuart Hart, with thanks to Marty LaGod, with additions by AtKisson Digital Divide Cultural Diversity Natural Capitalism Ecological Footprint Product-to-Service Integrated Product Mgmt Natural Step Building the Pyramid Compass Index SROI Blended Value GRI Precautionary Principle Green Procurement Green Building SMS ISIS CDM EUAs B24B Slide5:  Let’s simplify Sustainability is ...:  Sustainability is ... A set of conditions and trends in a given system that can continue indefinitely Sustainable Development is ...:  Sustainable Development is ... A strategic process of continuous change in the direction of sustainability 9 Steps for Sustainable Development:  9 Steps for Sustainable Development 1. Understand systems in general 2. Understand sustainability in general 3. Distinguish between "development" and "growth” in goal-setting 4. Have adequate information on current developments and trends for the system in question (“Indicators”) 5. Under the dynamics of the specific system in question (“Systems Analysis”) 6. Identify what specific changes to make in the system (“Innovation”) 7. Understand how to make change in that system (“Strategy”) 8. Successfully implement change (“Agreements and Actions”) 9 Continuous monitoring and adaptation (“Strategic Evaluation”) 1 2 4 6 7 5 9 3 8 Compass:  Compass Framing Orienting Convening Assessing & Measuring Sustainability Slide10:  A tool for orienting to sustainability Slide11:  A tool for orienting to sustainability The Compass of Sustainability:  The Compass of Sustainability N - Nature Ecosystems, Species, Impacts, Resource Use E - Economy Production, Consumption, Technology, Money, Work S - Society Government, Culture, Social Systems W - Well-Being Health, Happiness, Quality of Life ACCELERATOR TOOL Framing Sustainbility Developing Indicators Doing Assessments Managing Stakeholder Input The ISIS Iceberg:  The ISIS Iceberg Foundation (At the Bottom): Your belief & value system about how the world should be (Principles and Visions) Level 1: Your information about how the world is, what’s happening in it (Indicators & Trends) Level 2: Your model of how the world works, and why that change is necessary (Systems) Level 3: The specific change you are trying to make (Innovation) Level 4: Your plan for success (Strategy) Tip (Visible to Others): What you're doing now (Actions) The ISIS Iceberg:  The ISIS Iceberg Foundation (At the Bottom): Your belief & value system about how the world should be (Principles and Visions) Level 1: Your information about how the world is, what’s happening in it (Indicators & Trends) Level 2: Your model of how the world works, and why that change is necessary (Systems) Level 3: The specific change you are trying to make (Innovation) Level 4: Your plan for success (Strategy) Tip (Visible to Others): What you're doing now (Actions) Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability ACCELERATOR TOOL What is “sustainability” for us? What is our vision for the future? PREPARE THE GROUND Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability INDICATORS ACCELERATOR TOOL What is happening? What are the trends? Where are we headed? Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability INDICATORS SYSTEMS ACCELERATOR TOOL Why is it happening? What causes what? Where can change be made? Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability INDICATORS SYSTEMS INNOVATIONS ACCELERATOR TOOL What kind of change would be most effective ... for the whole system? Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability INDICATORS SYSTEMS INNOVATIONS STRATEGIES ACCELERATOR TOOL How do we effectively implement? What will it take to succeed? STEP 1: Analyze STEP 2: Plan STEP 3: Execute RESULT: Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability INDICATORS SYSTEMS INNOVATIONS STRATEGIES AGREEMENTS & ACTIONS ACCELERATOR TOOL Pyramid Using ISIS to Build Agreement on Action for Sustainability:  Pyramid Using ISIS to Build Agreement on Action for Sustainability INDICATORS SYSTEMS INNOVATIONS STRATEGIES AGREEMENTS & ACTIONS Trust, Commitment, and Discipline ACCELERATOR TOOL Pyramid Training and Planning Process :  Pyramid Training and Planning Process Baltic 21 Northern Europe UNEP SE Asia Townsville, Australia ACCELERATOR TOOL Level 1: INDICATORS:  Level 1: INDICATORS Information about critical & long-term trends The purpose of indicators :  The purpose of indicators Make system conditions and trends visible so that we can understand them ... ... and respond to them ... ... in time to make a difference. Indicators tell us …:  Indicators tell us … How many? How fast? How much? How often? And they answer the question: What’s the trend? A Few Famous Indicators:  A Few Famous Indicators The Gross Domestic Product (GDP) The Stock Market Your Temperature When You Get Sick Medal Counts at the Olympic Games Good Indicators …:  Good Indicators … Build clarity and accountability Build a sense of common purpose Build relationships Have their strongest impacts over years and decades Sustainability Indicators …:  Sustainability Indicators … Cover the Whole Compass Tell us about the Whole System Help guide us in the long term Anatomy of an Indicator:  Anatomy of an Indicator Good indicators are …:  Good indicators are … Relevant directly connected to the issues you are concerned with Measurable objective or subjective, qualitative or quantitative Reliable you can trust the data Good indicators are …:  Good indicators are … Understandable the average person can "get it" Clear in Direction it is obvious which direction is “good” Responsive they react when you make change) Why Care About Sustainability? A Few Relevant Indicators:  Why Care About Sustainability? A Few Relevant Indicators Global Trend Graphs From BBC Website, “Planet Under Pressure”, 2004 Pattern: Exponential growth... against system limits Making the invisible visible:  Making the invisible visible Source: “Limits to Growth—the 30-Year Update” (citing other international data sources), Chelsea Green Publishing, USA, 2004 Global Population, 1650-2002 YOU ARE HERE What this eco-footprint data means::  What this eco-footprint data means: Understanding Exponential Growth:  Understanding Exponential Growth ... and disproportionality:  Source: Global Challenge, Global Opportunity: Trends in Sustainable Development, United Nations, August 2002 ... and disproportionality WHERE ARE YOU? Understanding momentum:  Source: “Limits to Growth—the 30-Year Update” (citing other international data sources), Chelsea Green Publishing, USA, 2004 WE ARE PROBABLY HERE Understanding momentum Reflecting on human needs, desires, and aspirations:  Source: Global Challenge, Global Opportunity: Trends in Sustainable Development, United Nations, August 2002 Reflecting on human needs, desires, and aspirations Understanding widening gaps and tensions:  WE ARE HERE . . . BUT A LOT OF PEOPLE ARE HERE Source: Global Challenge, Global Opportunity: Trends in Sustainable Development, United Nations, August 2002 Understanding widening gaps and tensions Helping us think about what’s really important:  Helping us think about what’s really important The UK government’s Commission on Sustainable Development has released a report assessing life satisfaction and GDP. United Kingdom Can we possibly change trends like these?:  Can we possibly change trends like these? Yes ... because we’ve done it.:  YOU MIGHT HAVE BEEN HERE } … with very serious consequences for humanity. (Global population projection for the year 2000 in 1970: 7 billion. Actual population in 2000: 6 billion.) If the world had not responded to the demographic projections of the 1970s … Yes ... because we’ve done it. Compass:  Compass Framework and Methodology for Integrated Sustainability Reporting Examples from Sustainable Pittsburgh www.sustainablepittsburgh.org An AtKisson client since 1998 ACCELERATOR TOOL Compass Index in Pittsburgh, USA:  Compass Index in Pittsburgh, USA Strategic advisors to Sustainable Pittsburgh since 1998 www.sustainablepittsburgh.org www.sustainablepittsburgh.org Compass Index in Pittsburgh, USA:  Compass Index in Pittsburgh, USA Strategic advisors to Sustainable Pittsburgh since 1998 www.sustainablepittsburgh.org www.sustainablepittsburgh.org Compass Index in Pittsburgh, USA:  Compass Index in Pittsburgh, USA Strategic advisors to Sustainable Pittsburgh since 1998 www.sustainablepittsburgh.org www.sustainablepittsburgh.org Slide48:  www.sustainablepittsburgh.org Indicator Development Process:  Indicator Development Process Identify “Assets & Concerns” Develop “Candidate Indicators” Refine the Candidates with technical input Select a final set based on criteria that determine priority and meaningfulness Research and document Publish and promote the result Level 2: SYSTEMS:  Level 2: SYSTEMS Understanding why things are happening, and where you can make change System Maps:  System Maps Start with your top indicator and its strongest linkages Make a “map” showing the cause-and-effect relationships Add other indicators from other compass points Add other indicators/trends you might find that are important elements of this system Report The Perfect is the Enemy of the Good:  The Perfect is the Enemy of the Good Indicators: “More information is better than less” Systems: “Some systems thinking is better than none” Sustainability: “Pretty good sustainability is better than systems collapse” Slide53:  EMPLOYER BANK ACCOUNT THE MALL BANK FEEDBACK FAMILY FRIENDS POLICE Sample System Map Source Flow Sink Stock Slide54:  Example of one Planetary System The Carbon Cycle Slide55:  Global atmospheric concentration of CO2 Slide56:  Example System: Global Climate change A System of inter-related elements that includes: Source: Carbon locked up in wood and fossil-fuel Flow: Human activities: fossil-fuel burning and deforestation Sink: The Ocean, the forest and the atmosphere … or where carbon dioxide is absorbed Feedback: melting ice cap, changing climate pattern, rising sea level, rising temperature Slide57:  source source Balanced Systems vs. Unbalanced Systems The Key Elements of Systems Thinking: Stocks, Flows ... and Feedback Loops:  The Key Elements of Systems Thinking: Stocks, Flows ... and Feedback Loops Population: Births add, Deaths subtract But the rates create feedback loop Same thing for capital and infrastructure Source: “Limits to Growth—the 30-Year Update” , Chelsea Green Publishing, USA, 2004 SOURCE SOURCE FEEDBACK SINK FLOW Key to Systems Thinking: Links and Loops Cause and Effect ... and Cause ... and Effect ... and Cause ... and Effect ... and:  Key to Systems Thinking: Links and Loops Cause and Effect ... and Cause ... and Effect ... and Cause ... and Effect ... and FOR EXAMPLE: More people means more demand for food ... But also means faster learning about how to grow food More food means births start to slow down ... but food production keeps growing ... Until we hit a limit -- like polluted water, or no more land to cultivate Source: “Limits to Growth—the 30-Year Update” , Chelsea Green Publishing, USA, 2004 Basic ISIS Systems Analysis:  Basic ISIS Systems Analysis Gladstone Region Sketch out how trends, decision-making, and information flows are linked together in mulitple cause-effect relationships Use that analysis to identify the best leverage points for introducing change Step 1: Step 2: Trend Decision Point Information Flow Linkages:  Linkages Learning from linkages Select a “top indicator” Show the strongest links between that indicator and indicators in other compass points Report Level 3: INNOVATION:  Level 3: INNOVATION Slide64:  © AtKisson Slide65:  © AtKisson Slide66:  What Sustainability Innovation Means Adapted from “Leverage Points: Ways to Intervene in a System,” by Donella H. Meadows. Available from www.sustainer.org Sustainability is creating the Sixth Great Wave of Innovation:  Sustainability is creating the Sixth Great Wave of Innovation Critical Characteristics of Innovations:  Critical Characteristics of Innovations (1) RELATIVE ADVANTAGE (2) COMPLEXITY (3) OBSERVABILITY (4) TRIALABILITY (5) COMPATIBILITY Source: Everett Rogers, “Diffusion of Innovations,” 1962, Revised 1995, Free Press Innovation: What we do at the leverage points:  Innovation: What we do at the leverage points Gladstone Region Leverage Points:  Leverage Points Look at the system map Consider this question: Where can you make a powerful change -- a change that will send positive benefits throughout the system? Mark those places with a small “Delta” (triangle shape) Strategy:  Strategy The “Gilman Equation”: A Strategic Change-Planning Tool:  The “Gilman Equation”: A Strategic Change-Planning Tool Perceived Value of the NEW Idea Perceived Value of the OLD Way Perceived COST of the CHANGE N - O > CC, or ... This assesses the strategic conditions for adoption of a given innovation. See “Believing Cassandra,” Ch. 9, for more information. ACCELERATOR TOOL - AMOEBA Source: Robert Gilman, cited in AtKisson, Believing Cassandra The Three “Avenues for Action” Derived from the Gilman Equation:  The Three “Avenues for Action” Derived from the Gilman Equation 1. Increase the Perceived Value of the New Idea (Marketing and Promotion) Perceived Value of the NEW Idea Perceived Value of the OLD Way Perceived COST of the CHANGE ACCELERATOR TOOL - AMOEBA Source: Robert Gilman, cited in AtKisson, Believing Cassandra The Three “Avenues for Action” Derived from the Gilman Equation:  The Three “Avenues for Action” Derived from the Gilman Equation 2. Decrease the Perceived Value of the Old Way (Protest and Criticism) Perceived Value of the NEW Idea Perceived Value of the OLD Way Perceived COST of the CHANGE ACCELERATOR TOOL - AMOEBA Source: Robert Gilman, cited in AtKisson, Believing Cassandra The Three “Avenues for Action” Derived from the Gilman Equation:  The Three “Avenues for Action” Derived from the Gilman Equation 3. Decrease the Perceived Cost of Change (Facilitation, Assistance, Subsidies, etc.) Perceived Value of the NEW Idea Perceived Value of the OLD Way Perceived COST of the CHANGE ACCELERATOR TOOL - AMOEBA Source: Robert Gilman, cited in AtKisson, Believing Cassandra Slide76:  You can analyze Innovations … .. with the Gilman Equation: N — O > CC N = "The Perceived Value of the New Way” O = "The Perceived Value of the Old Way” CC = "The Perceived Cost of Making the Change" In other words, for change to occur, the new way has to be so much better than the old way that it overcomes the perceived cost of making the switch. Slide77:  Three “Avenues for Action”: N — O > CC Increase N: PROMOTE THE NEW Decrease O: DEMOTE THE OLD Decrease CC: FACILITATE THE CHANGE Pursue All 3 Simultaneously! StrateSphere:  StrateSphere Implementation Analysis and Evaluation for Increasing Strategic Impact Example from regional air and water program The Hope Graph::  The Time of Our Lives The Hope Graph: Unsustainable Technologies & Practices Sustainable Technologies & Practices 2000 2040 Source: AtKisson Slide80:  Making the Connection to the Real World The Capstone Agreement Slide81:  Pyramid Level 5: AGREEMENTS From Workshop to Real World

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