The AOS Can Handle High Levels of Ambiguity

Creating agile, innovative, and profoundly change-capable organizations capable of driving sustainability into their core mission and business.

Leith Sharp

RECODE WEBINARCreating agile, innovative, and profoundly change-capable organizations capable of driving sustainability into their core mission and business. Leith Sharp, Director of Executive Education for Sustainability Leadership Harvard University's Center for Health and the Global Environment.

Leith_Sharp@harvard.eduhttps://www.linkedin.com/in/leithsharp

The Bottleneck

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

What does this look and feel like on the ground?

Location: student residence (~300 students)Proposed savingsAnnual savings > $20,000Payback < 3 yearsProcessSimple Lighting Upgrade Project:No progress for many years because no dedicated attention, money or timeCBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:Facilities staff overstretched, need dedicated assistance to find new projectsSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:No money in annual maintenance budget, loan fund providedSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:Facilities manager was overstretched, dedicated project management TIME neededSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:Senior financing management hesitates to give approval, needs convincingSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:Building management must provide approval, needs convincingSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

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Simple Lighting Upgrade Project:House Master concerned re:AESTHETICS, needs lots of engagement & discussionSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:Concern regarding MAINTENANCE of new light bulbs, basic training neededSchool

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:Vendor PERFORMANCE inadequate, needed follow up.School

CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story

Simple Lighting Upgrade Project:3 months of constant facilitation by change management teamTECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENTCBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb? by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Harvard Light Bulb Story A Metaphore

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We Must Master Idea Flow

In most organizations, the journey of an Idea from inception to full scale implementation is fraught.

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

An organization that has a shared language around idea flow and the operating systems upon which it depends is already ahead of the game. This sets the stage for both OSs to be effectively lead and integrated in ways that bring the best out in one another.19

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

So in short we are all heading towards an official future that does not accurately reflect the actual future.and we are in an organizational vehicle that is exhausting us and making it really difficult to do what we need to do.21

Eco-EfficiencySlowing Down & Doing Less BadEco-AbsurditySpeeding Up Towards the CliffCBIS Rationale by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

At Best, we Appear to be Stuck at Doing Less Bad

Gallop State of the American Workplace Report 2013Disengagement70 % of workers in the USA are not engaged in their work. Defined as essentially sleep walking throughout their day.

Lack of Funding for New Ideas

Hardwired Separation

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It gets side-lined because there is no decision-making process for it.It runs through a mismatched decision-making process.With much grit, skill and effort the change agent gets EVERYONE to approve it.The common fate of a new kind of decision

Burden of data/evidence requested exhausts resources. Low Levels of Decision-Making Agility

Source: Rebecca Henderson, Senator John Heinz Professor of Environmental Management. Harvard Business SchoolAnd on top of all this - everyone is very, very busy

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Low Levels of Change Capability

Frederic Laloux - exhaustion

Frederic Laloux about "Reinventing Organizations - Youtube

http://www.reinventingorganizations.com/watch--listen.html29

The Big Ideas

There is a disconnect between the OFFICIAL STORY of how new things get done & the REALITY of how new things get done.

There seems to be an Official Version of How things Have Been Getting Done. Alone we know the real way things get done, but together we adopt the Official Version. Not because we are dont experience the actual versionbut because we prioritize social and organizational cohesion. The cost of staying in the tribe is that our organizations arent changing the structures, processes and systems to reflect how things really get done. So getting new things done is often happening despite our organizations not because of them. Instead we are having to work around them and then keep the ongoing secrets. The result is we are now in the wrong vehicle for the landscape of the 21st century.31

We Need a New Conversation About Organizational Design

What Does a Command Control Operating System Do Well?DirectsSpecializationScales UpEfficiency and incremental improvementConsistency and PredictabilityAccountabilityConcentrates power and wealth

What Does Command Control NOT Do Well?ChangeAgilityShared PurposeLearningEmpowermentInnovationCreate conditions for ideas to emerge, arise and be built upon

Eco-EfficiencySlowing Down & Doing Less BadEco-AbsurditySpeeding Up Towards the CliffCBIS Rationale by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

At Best, we Appear to be Stuck at Doing Less Bad

Eco-EfficiencySlowing Down & Doing Less BadEco-Effectiveness

Changing Direction & Doing Well By Doing GoodEco-AbsurditySpeeding Up Towards the CliffCBIS Rationale by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

Changing Direction is a Qualitatively DifferentChange Leadership Challenge

Command and Control alone is inadequate for the task of leading significant amounts of engagement, change & innovation.

The End of An Era

The Work of Innovation, Adaptation and Change is Now as Important to Any Organizations Survival as the Work of Continuous Improvement Command Control was Not Designed for Continuous Innovation and Yet That is Now What We NeedChanging Context

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THE GOOD NEWS IS our sustainability journey so far has been revealing what a future fit organizational model might look like.

There seems to be an Official Version of How things Have Been Getting Done. Alone we know the real way things get done, but together we adopt the Official Version. Not because we are dont experience the actual versionbut because we prioritize social and organizational cohesion. The cost of staying in the tribe is that our organizations arent changing the structures, processes and systems to reflect how things really get done. So getting new things done is often happening despite our organizations not because of them. Instead we are having to work around them and then keep the ongoing secrets. The result is we are now in the wrong vehicle for the landscape of the 21st century.39

A Growing Chorus

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Johan Rockstrom, Stockholm Resilience Center

Properties of the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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Properties of the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

We must bring purpose to lead structure in resolving financial and other org priorities. At the moment structure is leading purpose.43

Its not new. Its intuitive to many. Properties of the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

We must bring purpose to lead structure in resolving financial and other org priorities. At the moment structure is leading purpose.44

What is new is having a shared language.This opens the way to go from an amateur to a professional sport.Properties of the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

We must bring purpose to lead structure in resolving financial and other org priorities. At the moment structure is leading purpose.45

ADAPTIVE OPERATING SYSTEM TYPE OF WORK IT GETS DONE = EMERGENCESensesConnectsGenerates EngagementFosters Group IntelligenceInnovates, Learns, CreatesResolves Risk

Properties of the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

CBI-S moves us froma command control operating system to a dual operating system aligned around shared purpose.CBIS Rationale by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

Core Business Innovation for Sustainability (CBI-S)

Sustainability becomes the problem that solves our organization it becomes the driver for organizational reinvention.. hear from Barton in the morning abuot the oceans and our kitchensJeff47

Our Organizations Must Become Versatile

No them and us..all ususing both operating systemsWe as Individuals Must Become AmbidextrousLeading the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

It boils down to the social patterns we agree to, when and why. CCOS is an agreement to follow a contract that has us being compensated to follow authority. AOS is an agreement to be in collaboration and resolve for trust, shared understanding.

Code switching between social agreements to suit the needs for different kinds of group intelligence, learning and execution.

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ADAPTIVE OPERATING SYSTEMCOMMAND CONTROL OPERATING SYSTEMIntrinsic motivation to align with internal values/purpose & social needs Extrinsic motivation to align with organizations mission, vision & goalsCommunity structure, relationshipsAuthority structure, transactionsBoundary crossing connectivityDivision and hierarchyCo-created change, leadership as a systemTop-down change, leadership as a linearApplied learning focus Execution focusSocially supported learning, storyStrategy, metrics, reportingDynamic, emergence, transient, multipleStructure, routine, permanent, uniform

We Need to Become Sophisticated in Understanding & Leading Both Operating Systems

Aligned via Shared PurposeLeading the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

ADAPTIVE OPERATING SYSTEMCOMMAND CONTROL OPERATING SYSTEMSensing/Emergence Execution/Structure

IntegrationWe Need to Actively Lead the Integration of Both Systems Leading from the MiddleLeading the AOS & CCOS by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Accuracy of PredictionsYearsLearning

WildGuessesInformedEstimatesReliableForecasts

Use The AOS to Reduce Risk and Uncertainty to Digestible Levels for the CCOS to Scale/Structure AOS Functions by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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Use the AOS as a Sensing SystemAOS Functions by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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Use the AOS to Learn by Doing

PilotExpandAOS Functions by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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Use the AOS to Empower Early Adopters to Do What they Do Best

Leveraging our innovators & early adopters to trigger social influence and social learning AOS Functions by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Use the AOS to Harness Positive Social Dynamics and Unleash New Levels of Group Intelligence

Exposure to surrounding peer behaviors is the largest single factor in driving idea flow.

For group intelligence, the pattern of interaction is more important that all other factors taken together individual intelligence, personality & skill. AOS Functions by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

High Perceived StabilityWillingness to Embrace ChangeLow Perceived StabilityLowHigh

Use Both OSs to Remove Risk & Fosters Stability Across the Entire Organizational Ecosystem

Change leadership is about creating stability, reducing risk and uncertainty as much as it is about creating change.

Most people believe that humans are innately averse to change.This is not the case.Change leadership is about stability as much as it is about change.

People are actually invigorated by change when it occurs with adequate stability and low risk.

A change agent and a change capable organization creates stability and reduces risk so that others can join in.

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RELEASE PHASETime of creative destructionre-organization & uncertaintyRESILIENCE: low but increasing

A CBI-S Organization Mimics Our Living PlanetCBI-S Organization as Living System by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

It is also a more open system.a systme that values the sensing role of each person within it.and that opens new forms of relationship to other organizations

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CBIS Rationale by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

Bringing Purpose to Life

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IdeaIdeaIdeaIdeaPURPOSEIndividual Ideas Animate PurposeIdea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Each stage has a pivot point can go or fail there60

We Must Master Idea Flow

In most organizations, the journey of an Idea from inception to full scale implementation is fraught.Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Sometimes the AOS doesnt get enough CCOS engagement before the AOS champion leaves

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Sometimes the AOS is very persistent but never makes an effective connection with the CCOS and so little victories never scale.

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Sometimes the CCOS moves too quickly to execute on the idea neglecting to do the important AOS work of fostering engagement Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Sometimes the CCOS moves too quickly to approve the idea and then fails to resource implementation neglecting AOS piloting to diagnosing implementation requirementsIdea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

An organization that has a shared language around idea flow and the operating systems upon which it depends is already ahead of the game. This sets the stage for both OSs to be effectively lead and integrated in ways that bring the best out in one another.65

Neither operating system understood the other.

Idea Flow Mapping by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

When one Operating System dominates = Friction, Backwash & Plateauing

This happens because we are not consciously leading Ideal Flow Using the Dual Operating System

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Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

One New Idea

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Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow

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Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow

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Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow

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Idea Flow

Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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IdeaPURPOSEIdea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow Happens when the Right Operating System is Activated for the Right Stage in the Life Cycle of the Idea

Each stage has a pivot point can go or fail there73

IdeasSensing PilotingCCOS champs

Scale

AOS Champs

P2P InfluenceSensingRight Fit

Idea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Idea Flow Happens when Each Stage in the Life Cycle is Properly Invested in and Sequenced

Each stage has a pivot point can go or fail there74

Good IdeasEngagementReduced risk

Permission Resourcing Decision-making agilityIdea Flow Happens When there is Mutual Respect & Synergy Between Operating SystemsIdea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

SustainabilityStudent SuccessMarket InnovationDiversityInformation Technology

many types of purpose.Ideal Flow can accelerateIdea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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Sustainability ProgramsEntire Cities and SectorsMarket InnovationIndividual ProjectsInformation Technology

many scales of change.Ideal Flow can accelerateIdea Flow by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

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Stories from the Field

Minneapolis - St. Paul International Airport: Snow Removal

This innovation was developed by front-line employees, collaborating togetherTeam used immediate field piloting to test and improveTeam members continue to work to identify additional efficiencies, heartened by this initial success and support from senior leaders

Snow removal operations were radically improved. A case story of engagement, agility and change capability.

Paul SitchkoWhy do we need to call this an OS why not just leave it at Paul being a cool manager.. because without that elevation and sophistocation we waste its power., it leaves with Paul, it isnt resourced.79

Integrated Design = A Dual Operating System

It boils down to the social patterns we agree to, when and why. CCOS is an agreement to follow a contract that has us being compensated to follow authority. AOS is an agreement to be in collaboration and resolve for trust, shared understanding.

Code switching between social agreements to suit the needs for different kinds of group intelligence, learning and execution.

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Cindy OrtegaSenior Vice President & Chief Sustainability OfficerMGM Resorts International

Organizational Agility In Action

17 Resorts 48,000 Hotel Rooms

740 Acres on the Las Vegas Strip

350 Food & Beverage Outlets

61,000 Employees

3 Million Sq. Ft. of Convention Space

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THE PROGRAM

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Board DirectiveProgram Development & Strategic PlanPilot2,600 EmployeesExecutive RoadshowChairmanBODGold Strike1,200 Employees

ARIA & Vdara8,400 Employees

Corporate2,600 Employees

Bellagio8,100 Employees

Mirage4,500 Employees

MGM Grand8,400 Employees

Mandalay Bay6,900 Employees

NYNY2,000 Employees

Luxor/Excalibur5,400 Employees

Circus Circus3,700 Employees

Monte Carlo2,300 Employees

MayJune-JulyAugust-SeptemberDecember - AprilMGM Grand Detroit3,100 Employees

60,000+ Employees 11 Months!

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Harvard University: 130+ Green BuildingsHarvard has more certified green buildings than any university in the world.

1845

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A Story of the Adaptive Operating System, Integration, Command & Control

A Story of the Adaptive Operating System, Integration, Command & Control

A Story of the Adaptive Operating System, Integration, Command & Control

Case Story: Interface, Inc.Erin MeezanVice President, Sustainability at Interface, Inc.

Tell Story,90

Thunderbolt the model really resonated with me if I had had it 13 yrs ago when I started, it would really have helped me, not to immediate implementation but to think staretgically about things beyond jst the doing, but the structure, the leadership reqd, maybe new skills dealing with humanswhen you realize your job is not to do, but to create the conditions for that to happen, you really need amodel to help you think about structure, leadership, communication, new skills.92

Jeff RisomPartner, Managing Director Gehl StudioMSc City Design and Social Science

Times Square as a taste of things to come

Times Square(before)(after)

Broadway, Herald Square(before)(after)

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Gehl

NYC Plaza Program50 plazas reclaimed from roads as public space in six years

Plazas added in four of five boroughs

Gehl

A NYCDOT and Department of Finance study found public realm improvements lead to positive economic impacts for small business (the study focused specifically on small business and excluded large chains and non-retail).

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CASE STUDY University of Hawaii System: Various sustainability initiatives implemented by passionate champions over the yearsVice PresidentsPresident LassnerHawaii CCUH SystemKaua`i CCUH Maui CollegeKapiolani CCLeeward CCHonolulu CCUH West OahuUH Manoa

UH FoundationUH HiloWindward CCCounty Govt Agency

CBIS Framework by L.Sharp, adapted in part from J.Kotter, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Various sustainability initiatives implemented by passionate champions over the years

Vice PresidentsPresident LassnerHawaii CCUH SystemKaua`i CCUH Maui CollegeKapiolani CCLeeward CCHonolulu CCUH West OahuUH ManoaDisconnectedRESULT: Waxing & waning of various sustainability initiatives across the campuses, rising on the strength of passionate champions and falling due to systemic lack of supporting resources. UH FoundationUH HiloWindward CCCounty Govt AgencyEngineers for Sustainable WorldSustainable UHStudent ClubUHMSC

DUAL OPERATING SYSTEM: Enhances decision-making ability and creates conditions for ideas to emerge from anywhere.

UH OFFICE OF SUSTAINABILITYSystemwide Sustainability Council

Systemwide Sustainability Curriculum CouncilVice PresidentsPresident LassnerHawaii CCUH SystemKaua`i CCUH Maui CollegeKapiolani CCLeeward CCHonolulu CCUH West OahuUH ManoaUH FoundationUH HiloWindward CCCounty Govt AgencyCoordination, Connection, Facilitation, Translation, AdvocacyStudent Sustainability Coalition of Hawaii

Translation and Integraton are key.Engineers for Sustainable WorldSustainable UHStudent ClubUHMSC

Paradigm Shift Ahead

I believe that the organization is the ultimate modern technology. It is the organization that is the emblematic modern machine, not the computer or the internal combustion engine or the electric lightbulb.

Source: The Southern Wall. Author of The Southern Wall. Warren Nilsson is a senior lecturer in social innovation at the University of Cape Town (UCT) Graduate School of Business

New Normal organization

Normal organizationUp Next: A Paradigm Change in the Way we OrganizeFuture organizational model

Are we at the point of inflection.is something powerful about to change the gameopen up the bottleneck, retune us to what we need to be paying attention too. Are we on the brink of the great shared plot twist of our generation..The answer of whether or not we are at this point of inflection yet lies in your level of intuitive resonances. We are the collective sensors its our experience that actually carries in it the patterns, the evidence, the validation of a shared human discovery. And this program, if we do our job well enough, we will sense together whether we are here.

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CBI-S Involves Two Leadership Modalities:Day to day idea flow

We must bring purpose to lead structure in resolving financial and other org priorities. At the moment structure is leading purpose.104

CBI-S Involves Two Leadership Modalities:Day to day idea flow Transformation of organizational conditions, processes

We must bring purpose to lead structure in resolving financial and other org priorities. At the moment structure is leading purpose.105

Transforming Organizational Conditions, Systems & StructuresEmotional IntelligencePsychological safetyGovernance structures to give permission for idea flowStories that model emotional resources: courage, hope, driveAccess to seed funding for pilotsForums for social (P2P) learningPermission for piloting & explorationShared ownership, credit, public recognitionGroup processes/meetings with optimal patterns of interactionAgile decision-making processes for scaling.CBIS Content by L.Sharp, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Trust based culture

Professional Development- Emotional Intelligence- Communication: Critical ConversationsGovernance SystemInnovation Mechanism or Systems

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Idea Flow Leads to Organizational Transformation

Transformation and Idea Flow Will Grow Together

Implications and Opportunities for Your RECODE Work?

Relevance to Your RECODE Work?RECODE might remain a caged tiger if we dont engage effectively in transforming the dominant organizational model.

It boils down to the social patterns we agree to, when and why. CCOS is an agreement to follow a contract that has us being compensated to follow authority. AOS is an agreement to be in collaboration and resolve for trust, shared understanding.

Code switching between social agreements to suit the needs for different kinds of group intelligence, learning and execution.

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Could Idea Flow Mapping be Useful for Your RECODE Efforts? What else?

2016 options to skill up inCBI-S

QUESTION: How many here have experienced Death by Meeting? How many have experienced Meeting Nirvana aka A Transcendental Meeting

Who Should Attend? Executive tier leaders, high potential leaders and sustainability professionals with a senior report. All sectors.Location: Harvard University, Cambridge campus, MADate and Time: Nov 1st - 4thProgram Cost: $3,975Accommodation: Block hotel rooms available Class Size: 60 participants

In collaboration with

Executive Education for Sustainability Leadership 2016

In collaboration withTo learn more and request an application:http://www.chgeharvard.org/CBIS

My responsibilities go beyond sustainability and I think the concepts are fully adaptable to human resources management, IT management, facilities management and many other facets - a way to engage members of the community to make the institution perform better. Im engaged. I want to learn more. Highly recommend it.

-- Roger Cote, VP Service, Concordia University

Before I came to Harvard I felt like I had come as far as I could with my current toolkit. I came back from Harvard with a powerful set of tools, language and approaches that have already begun to show their worth. Ive been able to make a strong and compelling case to senior leadership that sustainability is THE solution to our organizational problems. I highly recommend it.

-- Candace Le Roy, Director, SFU Sustainability Office, Simon Fraser University

Testimonials from RECODE Participating Institutions

WWW.RE-CODE.CA@LetsRECODE #LetsRECODE