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While important for other reasons, the governance of an organization has little impact on
the effectiveness of sustainability programs.
Organizations with traditional linear hierarchies will not be able to plan sustainability
initiatives.
To be effective, all members of sustainability teams should be managers and supervisors.
Sustainability coordinators should be prepared to spend most of their time working alone.
The first step in sustainability planning is to begin taking action immediately so that people
become enthused.
A vision statement should describe what kinds of damage an organization intends to avoid.
People doing scenario planning construct scenarios for several plausible futures.
An indicator report should be prepared at the beginning of a project and does not need to be
repeated thereafter.
Before teams select sustainability projects they should agree what criteria will be used in
selection.
A business case for sustainability includes an assessment of opportunities and risks.
The triple bottom line of sustainability can be used as a reporting framework.
Nonlinear, shared-governance systems
appeared with the production lines of the Industrial Revolution
feature structures known as silos
are also known as command and control
are necessary in organizations with cradle-to-cradle systems
Diffusion of Innvoations theory shows that
teams of organizational leaders are responsible for innovation
creative individuals, at first working alone, are responsible for innovation
critical mass is reached after about 16 percent of people adopt an innovation
critical mass is reached after about 50 percent of people adopt an innovation
Designed to elicit questions from an audience