SUSCOD: ICZM & ICZ(C)M

INTEGRATED COASTAL ZONE (CHANGE) MANAGEMENT

DEVELOPING A CHANGE APPROACH:

CRITERIA AND LESSONS LEARNED

NOVEMBER 6, 2013

STEVEN TEN HAVE

CONTENT

• Background

• Context

• Rationale

• Effect(s)

• Focus

• Energy

• Connection

• Reflection

6 n

ovem

ber

2013

2

6 n

ovem

ber

2013

3

46 n

ovem

ber

2013

525 n

ovem

ber

2013

6 n

ovem

ber

2013

6

DISINTEGRATED

7

Starting point Learning experience

Ap

pro

ach

Grand design Contextual development

Visionary leadership Servant leadership

Vis

ion Rationale Effect

Ca

pa

city

Focus Energy

Execution Interaction

6 n

ovem

ber

2013

86 n

ovem

ber

2013

925 n

ovem

ber

2013

10

25 n

ovem

ber

2013

11

6 n

ovem

ber

2013

12

6 n

ovem

ber

2013

13

6 n

ovem

ber

2013

Viviane Reding, the EU commissioner for justice, argues that compulsion is the only way to

overcome entrenched discrimination. For a whole year she has tried to cajole companies to take

voluntary measures to promote more women. In March, she posted a “Women on the Board

Pledge for Europe” on her website. This allows companies to promise that women will make up

30% of their boards by 2015 and 40% by 2020. Only seven companies have signed up so far.

Moët Hennessy Louis Vuitton (LVMH), a French luxury-goods maker, added itself rather

ostentatiously on July 12th. But cynics doubt that this owed much to the commissioner's powers

of persuasion. LVMH was only pledging to do what the new French law already obliges it to.

There is a powerful business case for hiring more women to run companies.

They are more likely to understand the tastes and aspirations of the largest

group of consumers in the world, namely women. They represent an

underfished pool of talent. And there is evidence that companies with more

women in top jobs perform better than those run by men only.

IVORY TOWER

14

Starting point Learning experience

Appro

ach Ambition Contribution

Vis

ion

Global Local

One size fits all Fit for purpose

Capacity

Focus Energy

General program Tailored initiatives

Deliverables & deadlines Readiness level

6 n

ovem

ber

2013

15

6 n

ovem

ber

2013

16

6 n

ovem

ber

2013

ENERGY

17

6 n

ovem

ber

2013

COLLECTIVE FANTASY

18

Starting point Learning experience

Appro

ach Ambition Contribution

Visionary leadership Servant leadership

Capacity Challenge Containment

6 n

ovem

ber

2013

19

6 n

ovem

ber

2013

BUREAUCRACY

20

Starting point Learning experience

Appro

ach Protocols Simple rules

Participant Owner

Vis

ion

One size fits all Fit for purpose

Activities Results („nudge‟)

Capacity

Focus Energy

Planning Purpose

Deliverables &

deadlines

Readiness level

6 n

ovem

ber

2013

21

6 n

ovem

ber

2013

SELFISHNESS

22

Starting point Learning experience

Appro

ach Protocols Simple rules

Participant Owner

Vis

ion

One size fits all Fit for purpose

Activities Results („nudge‟)

Capacity

Planning Purpose

Execution Interaction

General program Tailored initiatives

Deliverables &

deadlines

Readiness level

6 n

ovem

ber

2013

6 n

ovem

ber

2013

23

24

25 n

ovem

ber

2013

"What usually matters are

careful, thoughtful, small,

practical efforts by people

working far from the limelight.

In short, quiet leadership is what

moves and changes the world."

25

6 n

ovem

ber

2013

26

Starting point Learning experienceA

ppro

ach

Grand design Contextual development

Ambition Contribution

Visionary leadership Servant leadership

Protocols Simple rules

Participant Owner

Vis

ion

Rationale Effect

Global Local

One size fits all Fit for purpose

Activities Results („nudge‟)

Capacity

Focus Energy

Planning Purpose

Execution Interaction

General program Tailored initiatives

Challenge Containment

Deliverables & deadlines Readiness level

6 n

ovem

ber

2013

27

6 n

ovem

ber

2013