Appraisalspresentation

Staff Appraisal, Salary Increments and Development

Dr. Derek Nicoll

Limkokwing University is fully committed to ensuring that all staff, irrespective of role, grade and location, are provided with the

relevant knowledge, skills and experience to enable them to perform their work

effectively, and to develop their expertise and potential.

So What is Appraisal?

"... a basic human tendency to make judgements about

those one is working with, as well as about oneself."

The aim of Appraisal is to facilitate development, motivate and improve performance. It is linked to both training, promotion and

to salary increments.

“A two way discussion of past and present experiences and

achievements at work and using this as the basis for agreeing future

development to the benefit of the organisation and the employee”.

In the absence of a carefully structured system of

appraisal, people will tend to judge the work performance

of others, including subordinates, naturally,

informally and arbitrarily.

FACT: Different people with roughly equal work abilities

could be paid the same amount of money and yet

have quite different levels of motivation and performance.

FACT: Pay rates are important, yes; but other

issues also feature, such as morale and self-esteem, they also have a major influence.

FACT: Some researchers love appraisals, some have

even suggested that the process is so inherently

flawed that it may be impossible to perfect it

FACT: Imagine an appraisal system where rewards were based upon how many ‘A’s

students were awarded

We can't supervise everybody at the same time and therefore you are never fully aware of the tasks they are doing.

*the infrequency of classroom visits by either colleagues or supervisors

Group work

In groups adopt the role that you are academic management and that the University now operates as a co-operative where everyone benefits from the quality work of everyone else

What is the benefits and limitations of self-appraisal?

What kind of questions should be answered?How should they be

worded?

We work in classrooms and labs with students, imparting

knowledge, sharing experiences, giving examples, and practicing

necessary skills

You spend a lot of your time in the class with the students – student evaluations

What is the benefits and limitations of this

kind of feedback?

What kind of questions should be raised?How should they be worded?

How should the questionnaire be delivered?

You spend a lot of time in the staffroom with your peers

What is the benefits and limitations of this

kind of feedback?


How should any questionnaire be delivered?

You spend a bit of time with the boss

What is the benefits and limitations of the kind of feedback they

can provide?


How should the questionnaire be delivered?

Anchoring – the common human tendency to rely too heavily, or "anchor," on one trait or piece of information when making decisions. Bandwagon effect – the tendency to do (or believe) things because many other people do (or believe) the same. Related to groupthink and herd behavior. Bias blind spot – the tendency to see oneself as less biased than other people. [2] Choice-supportive bias – the tendency to remember one's choices as better than they actually were. Confirmation bias – the tendency to search for or interpret information in a way that confirms one's preconceptions. [3] Congruence bias – the tendency to test hypotheses exclusively through direct testing, in contrast to tests of possible alternative hypotheses. Contrast effect – the enhancement or diminishing of a weight or other measurement when compared with a recently observed contrasting object. [4] Denomination effect – the tendency to spend more money when it is denominated in small amounts (e.g. coins) rather than large amounts (e.g. bills). [5] Distinction bias – the tendency to view two options as more dissimilar when evaluating them simultaneously than when evaluating them separately. [6] Endowment effect – "the fact that people often demand much more to give up an object than they would be willing to pay to acquire it". [7] Experimenter's or Expectation bias – the tendency for experimenters to believe, certify, and publish data that agree with their expectations for the outcome of an experiment, and to disbelieve, discard, or downgrade the corresponding weightings for data that appear to conflict with those expectations. [8] Extraordinarity bias – the tendency to value an object more than others in the same category as a result of an extraordinarity of that object that does not, in itself, change the value.[citation needed] Focusing effect – the tendency to place too much importance on one aspect of an event; causes error in accurately predicting the utility of a future outcome. [9] Framing effect – drawing different conclusions from the same information, depending on how that information is presented. Hyperbolic discounting – the tendency for people to have a stronger preference for more immediate payoffs relative to later payoffs, where the tendency increases the closer to the present both payoffs are.[10] Illusion of control – the tendency to overestimate one's degree of influence over other external events. [11] Impact bias – the tendency to overestimate the length or the intensity of the impact of future feeling states. [12] Information bias – the tendency to seek information even when it cannot affect action. [13] Interloper effect – the tendency to value third party consultation as objective, confirming, and without motive. Also consultation paradox, the conclusion that solutions proposed by existing personnel within an organization are less likely to receive support than from those recruited for that purpose. Irrational escalation – the phenomenon where people justify increased investment in a decision, based on the cumulative prior investment, despite new evidence suggesting that the decision was probably wrong. Loss aversion – "the disutility of giving up an object is greater than the utility associated with acquiring it". [14] (see also Sunk cost effects and Endowment effect). Mere exposure effect – the tendency to express undue liking for things merely because of familiarity with them. [15] Money illusion – the tendency to concentrate on the nominal (face value) of money rather than its value in terms of purchasing power. [16] Moral credential effect – the tendency of a track record of non-prejudice to increase subsequent prejudice. Negativity bias – the tendency to pay more attention and give more weight to negative than positive experiences or other kinds of information. Neglect of probability – the tendency to completely disregard probability when making a decision under uncertainty. [17] Normalcy bias – the refusal to plan for, or react to, a disaster which has never happened before. Omission bias – the tendency to judge harmful actions as worse, or less moral, than equally harmful omissions (inactions). [18] Outcome bias – the tendency to judge a decision by its eventual outcome instead of based on the quality of the decision at the time it was made. Planning fallacy – the tendency to underestimate task-completion times. [12] Post-purchase rationalization – the tendency to persuade oneself through rational argument that a purchase was a good value. Pseudocertainty effect – the tendency to make risk-averse choices if the expected outcome is positive, but make risk-seeking choices to avoid negative outcomes. [19] Reactance – the urge to do the opposite of what someone wants you to do out of a need to resist a perceived attempt to constrain your freedom of choice. Restraint bias – the tendency to overestimate one's ability to show restraint in the face of temptation. Selective perception – the tendency for expectations to affect perception. Semmelweis reflex – the tendency to reject new evidence that contradicts an established paradigm. [20] Status quo bias – the tendency to like things to stay relatively the same (see also loss aversion, endowment effect, and system justification).[21][22] Wishful thinking – the formation of beliefs and the making of decisions according to what is pleasing to imagine instead of by appeal to evidence or rationality. [23] Zero-risk bias – preference for reducing a small risk to zero over a greater reduction in a larger risk.

http://en.wikipedia.org/wiki/Anchoring

http://en.wikipedia.org/wiki/Bandwagon_effect

http://en.wikipedia.org/wiki/Groupthink

http://en.wikipedia.org/wiki/Herd_behavior

http://en.wikipedia.org/wiki/Herd_behavior

http://en.wikipedia.org/wiki/Bias_blind_spot

http://en.wikipedia.org/wiki/Choice-supportive_bias

http://en.wikipedia.org/wiki/Confirmation_bias

http://en.wikipedia.org/wiki/Congruence_bias

http://en.wikipedia.org/wiki/Contrast_effect

http://en.wikipedia.org/wiki/Denomination_effect

http://en.wikipedia.org/wiki/Distinction_bias

http://en.wikipedia.org/wiki/Endowment_effect

http://en.wikipedia.org/wiki/Experimenter's_bias

http://en.wikipedia.org/wiki/Expectation_bias

http://en.wikipedia.org/wiki/Extraordinarity_bias

http://en.wikipedia.org/wiki/Extraordinarity_bias

http://en.wikipedia.org/wiki/Wikipedia:Citation_needed

http://en.wikipedia.org/wiki/Focusing_effect

http://en.wikipedia.org/wiki/Framing_(social_sciences)

http://en.wikipedia.org/wiki/Hyperbolic_discounting

http://en.wikipedia.org/wiki/Illusion_of_control

http://en.wikipedia.org/wiki/Impact_bias

http://en.wikipedia.org/wiki/Information_bias_(psychology)

http://en.wikipedia.org/w/index.php?title=Interloper_effect_(psychology)&action=edit&redlink=1

http://en.wikipedia.org/wiki/Irrational_escalation

http://en.wikipedia.org/wiki/Loss_aversion

http://en.wikipedia.org/wiki/Sunk_cost


http://en.wikipedia.org/wiki/Mere_exposure_effect

http://en.wikipedia.org/wiki/Money_illusion

http://en.wikipedia.org/wiki/Moral_credential

http://en.wikipedia.org/wiki/Negativity_bias

http://en.wikipedia.org/wiki/Neglect_of_probability

http://en.wikipedia.org/wiki/Normalcy_bias

http://en.wikipedia.org/wiki/Omission_bias

http://en.wikipedia.org/wiki/Outcome_bias

http://en.wikipedia.org/wiki/Planning_fallacy

http://en.wikipedia.org/wiki/Post-purchase_rationalization

http://en.wikipedia.org/wiki/Pseudocertainty_effect

http://en.wikipedia.org/wiki/Pseudocertainty_effect

http://en.wikipedia.org/wiki/Reactance_(psychology)

http://en.wikipedia.org/w/index.php?title=Restraint_bias&action=edit&redlink=1

http://en.wikipedia.org/wiki/Selective_perception

http://en.wikipedia.org/wiki/Semmelweis_reflex

http://en.wikipedia.org/wiki/Semmelweis_reflex

http://en.wikipedia.org/wiki/Status_quo_bias

http://en.wikipedia.org/wiki/Loss_aversion


http://en.wikipedia.org/wiki/System_justification

http://en.wikipedia.org/wiki/Wishful_thinking

http://en.wikipedia.org/wiki/Zero-risk_bias

These are just what’s termed “decision-making and behavioural biases”

other long lists denote;

*Biases in probability and belief

*Social biases

*Memory errors

Self evaluationPeer evaluation

Student evaluationTeaching Observation

Participation in staff trainingSchool/Faculty contribution

University Contribution

Criteria Evidence of attainment Points Self evaluation Performance in main role, degree of

responsibility taken, any additional qualifications achieved

1-10

Student feedback Based wholly on student feedback which must be from all students, across all teaching

1-10

Teaching Observation Based on a minimum of 2 observations, one of which must be HOS or his/her Principal Lecturer

1-10

Participation in staff training

Performance and active involvement in staff training

1-10

School/Faculty contribution

Report from HOS, PL’s or any other senior people with whom staff have worked including involvement in student management, student counselling, and general attitude to students

1-10

University Contribution Involvement in wider university activities, marketing, producing materials for promotions, helping with open days, representing the University externally, or making a contribution to knowledge through producing research or some subject/discipline related publication, performance on installation

1-10

57 points & above 10% salary increase + Bonus of

50-57 points 10% salary increase

41-49 points 7.5% salary increase

33-40 points 5% salary increase

25-32 points No salary increase

Below 25 points Warning and plan of action

Promotion and Incremental index

List any significant teaching activities and

outcomes (indicate role and percentage contribution where relevant) in areas such as:

_development of teaching materials _development of reliable and valid assessment tools _development of curricula at course or program level_development of innovative approaches to teaching

_development of learning communities amongst students_curriculum review at program, school or faculty level

tutor training_teaching students with special needs

_mentoring colleagues in teaching and learning

All Appraisee’s should be given a copy of the appraisal

form in advance and should ask themselves the following questions:

What have I achieved that I am pleased about against last years (semesters’) targets and objectives?

Where does the individual consider there is room for improvement in their performance and why?

The process of observation can then be seen in 3 stages:

1. Initial briefing2. Observation3. Debriefing

Initial Briefing (before the observation has taken place)

This process will establish ground rules, set the scene, focus the observer and decide practical issues. Examples of items to be discussed include:

* Objectives of the selected session* Issues that the tutor would particularly like feedback on* Any new or experimental parts of the session where feedback would be valuable* Where the observer will sit, or whether it is appropriate to wander around (in a practical session it may be useful for the observer to talk to students)*How the observation will be explained to students*How the observer will record information*When you will meet to debrief after the session* How you will each provide feedback

The Observation There are four stages in the teaching process which can be identified in any

session which is likely to be observed:

_Planning prior to the session_Introducing the session_Delivering and developing the plans_Conclusions

The Debriefing Staff should be given time to reflect on their observed class. Within one week

the observer and lecturer should meet to debrief on how the session went. It is often best to let the observed person have first comment on how they felt the session went. It may then be appropriate to go through the observer’s notes.

Good feedback should help you lead to an action plan for personal

development and perhaps an agreement to use another observation as a way of reviewing progress.

_

The aim of the observation is twofold: to give teachers feedback on what they are doing and provide forum for discussion, and to

monitor what is taking place in the classroom.

What is Sustainability?

An official definition:

Use and development that meets today’s needs without preventing those needs from being met by future generations.

Brundtland Commission, 1987

see DITP page xxi


A casual definition:

Don’t do things today thatmake tomorrow worse.

see DITP page xxii




...for your kids




...for your grand-kids

Don’t Call it Green

Some are calling it Blue


Sustainability encompasses 3 domains:

ENVIRONMENTAL

FINANCIAL

SOCIAL


In business terms:

FINANCIAL CAPITAL

SOCIALHUMAN CAPITAL

ENVIRONMENTALNATURAL CAPITAL


In terms of society:

FINANCIAL CAPITALMONEY

SOCIALPEOPLE

ENVIRONMENTALNATURAL RESOURCES


They form a system:

MONEY

PEOPLE

NATURAL RESOURCES


see DITP chapter 1

So, we need to understand society from a systems perspective:

• Diversity = Resiliency

• Centralization

• Decentralization

• Competition

• Cooperation

• Vitality

• Stakeholders


see DITP page 6

Diversity = Resiliency


see DITP page 10

Centralization:• Optimization and Efficiency• Standardization• Economies of Scale• Coordination


see DITP page 10

Decentralization:• Local Expertise and Appropriateness• Higher/Quicker Response


see DITP page 10

Decentralization:• Local Expertise and Appropriateness• Higher/Quicker Response• Resiliency and Robustness


see DITP page 11

Competition:• Increases variety• Creates new—often better—solutions• Responds better to challenges• Responds better to change• Rewards better performance• Enhances innovation


see DITP page 11

Cooperation:• Creates Standards• Increases volume and scale• Spreads “best practices”• Increases likelihood of success• Stabilizes markets


see DITP page 11

Cooperation:• Creates Standards• Increases volume and scale• Spreads “best practices”• Increases likelihood of success• Stabilizes markets• Forms foundation for innovation


see DITP page 17

Stakeholders:

Government

Business

Individuals

NGOs

Courts, Departments, Lawmakers (city, state, federal, and international)

Customers, Fans, Teams, Groups, Communities

Employees, Distributors, Partners, Suppliers, Media, Investors, Clients

Organizations, Unions, Institutions


see DITP chapter 19

So, we need to understand society from a systems perspective:

• Diversity = Resiliency

• Centralization

• Decentralization

• Competition

• Cooperation

• Vitality

• Stakeholders

• Balance


Any questions so far on the following:

• Definition of Sustainability

• Scope/domain of Sustainability

• Systems Perspective

Sustainability Frameworks

What is a framework?


What is a framework?

A perspective on Sustainability that organizes our understanding.


What is a framework?A perspective on Sustainability that organizes our understanding.

What is a tool?



What is a tool?

A mechanism to use to measure or evaluate sustainable impacts.



What is a tool?A mechanism to use to measure or evaluate sustainable impacts.

What is a strategy?


What is a framework?A perspective on Sustainability that organizes our understanding.What is a tool?A mechanism to use to measure or evaluate sustainable impacts.

What is a strategy?A design approach to lessen the negative impacts of something.


These are the major frameworks:Natural CapitalismThe Natural Step™Cradle to CradleHolistic Management

see DITP chapter 3


These are the major frameworks:Natural CapitalismThe Natural Step™Cradle to CradleHolistic ManagementLCA (Life Cycle Assessment)Total Beauty™BiomimicrySROI (Social Return on Investment)Sustainability Helix

see DITP chapter 3


Natural Capitalism (eco-efficiency):

see DITP page 45

FINANCIAL CAPITAL

HUMAN CAPITAL

NATURAL CAPITAL

MANUFACTURED CAPITAL



•Radical Resource Productivity: Buy time using resources radically more productively•Ecological Redesign: Make use of Biomimicry•Service & Flow Economies: Redesign all products and processes for sustainability•Investing in Natural Capital: Restore Ecosystem Services•Whole Systems Thinking

see DITP page 46

HUMAN CAPITAL

FINANCIALCAPITAL

MANUF. CAPITAL

NATURAL CAPITAL



•Human Capital: people & society•Natural Capital: materials, energy, stability & diversity•Financial Capital: money, profit, etc.•Manufactured Capital: materials, energy, & IP

see DITP page 46

HUMAN CAPITAL

FINANCIALCAPITAL

MANUF. CAPITAL

NATURAL CAPITAL


Sidebar: Types of Capital

see DITP page 49


The Natural Step:™

see DITP page 83

FINANCIAL IMPACTS

SOCIAL IMPACTS

ENVIRONMENTAL IMPACTS


The Natural Step:™Four System Conditions• System Condition #1: Substances from the Earth’s crust shouldn’t accumulate in the environment• System Condition #2: Substances produced by society should not increase in the biosphere• System Condition #3: We must preserve the productivity and biodiversity of the ecosystem• System Condition #4: Resources should be used fairly and efficiently to meet human needs.

see DITP page 84

ENVIRONMENTALIMPACTS

SOCIALIMPACTS

FINANCIALIMPACTS


The Natural Step:™

see DITP page 84


SOCIALIMPACTS

FINANCIALIMPACTS


Cradle to Cradle (eco-effectiveness):

see DITP page 51

FINANCIAL IMPACTS

SOCIAL IMPACTS

ENVIRONMENTALNUTRIENTS

TECHNICAL NUTRIENTS


Cradle to Cradle (eco-effectiveness):

Concept & term coined by StahelPopularized by McDonough & Braungart• Eliminate hazardous materials• Consider the entire lifecycle• Materials should be upcyclable• Less Bad does not equal Good!see DITP page 52


SOCIALIMPACTS

FINANCIALIMPACTS


Summary

see DITP page 102

MARKET(FINANCIAL CAPITAL)Corporate Strategy:• Governance & Management• HR Development & Corporate Culture• Operations & Facilities• Design & Process Innovation• Marketing & Communications• Partnerships & Stakeholder

SOCIETY(HUMAN CAPITAL)Multiple Potential Criteria

Issues:Fair/just distribution/use of

resources according to(whose?) values

ENVIRONMENT(NATURAL CAPITAL)• Ecosystem Services• Radical Resource Efficiency (min 10x)• Renewable energy and materials• Eliminate the use of toxic substances• Nature’s solutions can inspire our own• Maintain Biodiveristy• All Wastes are inputs for other systems.• Safe deposits of energy and materials to the environment are balanced with those taken from it

PRODUCTS & SERVICES (MANUFACTURED CAPITAL)

Sustainability Tools

These are the major tools:LCA (Life Cycle Assessment)Total Beauty™BiomimicrySROI (Social Return on Investment)Sustainability Helix


LCA (Life Cycle Assessment)

see DITP page 66

FINANCIAL IMPACTS

SOCIAL IMPACTS



LCA (Life Cycle Assessment)

see DITP page 67


Total Beauty™

see DITP page 86

FINANCIAL IMPACTS

SOCIAL IMPACTS



see DITP page 87

Total Beauty™

FINANCIAL IMPACTS

SOCIAL IMPACTS


EFFICIENT

SOLAR CYCLIC

SOCIAL

SAFE


Biomimicry

see DITP page 59

FINANCIAL IMPACTS

SOCIAL IMPACTS



Biomimicry

see DITP page 62


SOCIALIMPACTS

FINANCIALIMPACTS


Biomimicry

see DITP page 63


SOCIALIMPACTS

FINANCIALIMPACTS


Biomimicry

Self-assemblySolar transformationPower of shapeColor without pigmentsCleaning without detergentsWater-based chemistryMetals without miningGreen chemistryTimed degradationSensing and respondingGrowing fertilityLife creates conditions conducive to lifeDecentralization and distributed control

see DITP page 60


SOCIALIMPACTS

FINANCIALIMPACTS

Simple building blocksUse of feedback loopsRedundancyCyclic solutionsDiverse solutions


SROI (Social Return on Investment)

see DITP page 79


FINANCIAL IMPACTS

SOCIAL IMPACTS

ENVIRONMENTIMPACTS

It’s not just about the environment. There are a myriad of social issues:• Alcohol• Animal rights• Board transparency• Biodiversity• Chemical accidents• Child Labor• Cultural Impact• Death penalty• Deforestation• Drug support (legalization, trade...)




see DITP page 81


SOCIALIMPACTS

FINANCIALIMPACTS


Sustainability Helix

see DITP page 93

FINANCIAL IMPACTS

SOCIAL IMPACTS


Operations& Facilties

Design Process

Innovation

HR Develop. & Corp. Culture

Stakeholders&

Partnerships

Marketing & Communication

sGovernance & Management


Sustainability Helix

see DITP page 95


SOCIALIMPACTS

FINANCIALIMPACTS


However, there are many other tools:LCA (Life Cycle Assessment)Total Beauty™BiomimicrySROISustainability HelixBlended Value

Integrated Bottom Line

LASER Manual

Footprint Calculators

(water, carbon, etc.)

Stakeholder Analysis

SA 8000

CSR

SOS (Blackburn)

Wheel of Change

Metrics (GDP, GPI, GNH, GRI, SRI)

LEED

FASB redefinition of Profit

Rethinking corporate charters (Corp 2020, B-corp)

Standards turning into Law: Mandatory Carbon Trading in the EU

Mention only:

SCORE

Factor 4 and Factor 10

SHINGO (Waste Minimalization/Lean Manufacturing) and other industry-specific tools

SIGMA (and other country-specific tools)

ISO 50001SOS (Blackburn)Wheel of ChangeCity Climate Protection ManualMetrics (GDP, GPI, GNH, GRI, SRI)LEEDFASB redefinition of ProfitSCOREFactor 4 and Factor 10SHINGOSIGMA

see DITP page 99

Sustainability Frameworks & Tools

Any questions so far on the following:

• Sustainability Frameworks

• Sustainability Tools

Sustainability Frameworks & Tools

How about some examples...

Which is better?

What does “better” mean?

Answer:How about no bag?

Which is better for the environment?

Toyota Prius Hummer H2



Manufacturing

Transportation

Use

Disposal



200K-300K miles?~100K miles?

Manufacturing

Transportation

Use

Disposal

Lifetime?

48/45 2008 EPA mpg (city/highway) 11/17 2008 EPA mpg (city/highway)

Answer:We don’t really know

Dust to Dust Cost per Mile:

Smart ForTwo Corolla Camry Civic Prius Hybrid Civic Hybrid Hummer H2

2008 0.583 0.748 2.167 2.867 2.191 2.943 3.6212004 NA 0.732 1.954 2.867 3.25 3.25 3.027

"A "Dust to Dust" study by CNW Marketing Research of Bandon, OR http://cnwmr.com/nss-folder/automotiveenergy/


Paper Cup Ceramic Mug


Paper Cup Ceramic Mug

1-69 uses70 uses

71+ uses

Answer:It depends

Sustainability Strategies

These are the major design strategies:Reduce• Design for Use (Usability & Meaning)• Dematerialization (Materials, Energy & Transportation)• Substitution (Materials & Energy)• Localization• Transmaterialization• InformationalizationReuseRecycleRestore

see DITP page 103


Design for Use(Usability, Accessibility, Clarity & Meaning)

see DITP page 112


Dematerialization(Materials, Energy & Transportation)

Apple iPhone

Apple Keyboard

see DITP page 119



Apple packaging

see DITP page 121



Apple iPhone

see DITP page 122


Substitution(Materials, Energy & Transportation)

Mirra chair,Herman Miller

Less expensive,less toxic, andmore sustainable:

• Raw materials• Components• Energy sources

see DITP pages 128, 130

A ton of mined Bauxite turns into half a ton of aluminum oxide.

Ore takes a month to travel to the refinery.

Each ton of Aluminum Oxide is smelted into 1/4 ton of aluminum in Sweden or Norway.

Cans are created in roller mills in Sweden or Germany.

Aluminum sheets are punched and formed into cans, washed, dried, painted, lacquered, flanged, sprayed with protective coating and inspected.

The Sugar might come from beet fields in France.

Phosphorus is excavated from open-pit mines in Idaho.

The Caffeine might come from a chemical manufacturer

Sealed cans are inserted into cardboard cartons made of forest pulp from British Columbia

Cartons of cans are shipped to warehouses and supermarkets—84% of which are discarded after use.


Localization(Materials, Energy & Transportation)

Lovins, et al.

see DITP page 136


Transmaterialization

Zip Cars



Transmaterialization

Interface FLOR carpet

see DITP page 147


Informationalization

iTunes Music Store

see DITP page 152


Informationalization

Open Architecture Network, Architecture for Humanity

see DITP page 156


These are the major strategies:ReduceReuse• Design for Durability• Design for ReuseRecycleRestore

see DITP page 159


Design for Durability

Dyson vacuum

• Higher quality/longer lasting• Servicable/Repairable• Upgradable• Component service• Rental system (components and/or offering)



Design for Reuse (unintended)

Artecnica tranSglass vases

see DITP page 160


Design for Reuse (intended)Reuse of: Materials, Energy, Components, and Functions

Maille condiment jars



Design for Reuse (intended)Reuse of: Materials, Energy, Components, and Functions

Rapioli reusable shipping package



These are the major strategies:ReduceReuseRecycle• Design for Disassembly• Close the Loop• Design for EffectivenessRestore

see DITP page 181


Design for Disassembly• Product redesign• Labeled components• Uni-material components

Rickshaw Zero bag

see DITP page 184


Design for Disassembly•Use materials identification labels

•Avoid permanently attached, dissimilar

materials

•Design for ease of disassembly (snap fits vs.

screws)

•Use only one polymer type per product

•Use only one polymer-color combination per

product

•If necessary, use compatible combinations of

polymers

•Avoid paints and lacquers

•Avoid labels or use compatible labels

•Choose high-value plastics

•Avoid density overlaps between different

polymers

From Eric Masanet,UC Berkeley

see DITP page 185


Close the Loop

Kalundborg, Denmark

see DITP page 199


Design for Effectiveness• Process redesign• Take-back programs• Eco-industrial parks/industrial estates

Rickshaw Bags



These are the major strategies:ReduceReuseRecycleRestore• Design for Systems

see DITP page 209


Design for Systems

Curitiba, Brazil

see DITP pages 212-215

Sustainability Development Process

• User-centric (design and user research)• Strategic/whole-systems-oriented• Integrating frameworks and tools into the process• Focused on innovation• Iterative/prototyping (experience, paper, working, etc.)


What business should we be in?

What should we make/offer?How should we make it best?


Measuring Results:• Testing• Labeling and Rating Systems• Molecular-based LCA• Tools• Regulation (a tool)


GRI (Global Reporting Initiative) —redesigned by Covive


Reveal Rating System: revealinfo.com


Declaring Results:• Green washing• Does your brand reflect these values?• Does your company reflect these values?• Don’t spend more declaring your results than the results themselves are worth• It may be easier to “sell” efficiency or health than sustainability


Summary/Checklist:

1. Provide More (value, meaning, performance) for Less (materials and energy)

2. Focus on Efficiency and Health

3. Use & Promote Local energy, resources, and labor

4. Don’t use PVC

5. Design solutions to be savored

6. Don’t spend more declaring your results than the value they provide

see DITP page 288


Next Steps:

see DITP page 296


Now for the rest of the questions...

Appraisalspresentation

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Transcript of Appraisalspresentation