METRICS FOR "NEXT GENERATION" OFFICE OF SUSTAINABILITY : FROM INCREMENTAL

CHANGE TO PARADIGM SHIFT

Metrics Breakout Session ISCN 2014 - MIT

jccarteron@kedgebs.com & ipatton@eauc.org.uk

STRUCTURE OF OUR SESSION (PROPOSAL)

•  5 stages:

–  Short intro « Go beyong just reporting? » –  Exploring limits of actual metrics (metaplan)

–  Reverse brainstorming –  Next steps (roadmap at a sector level, a university level and a Dept.

level) –  Wrap up

Imagine  this  image  is  your  university,  developed  from  a  series  of  indicators:  1/  Are  you  sure  that  everyone  sees  the  same  thing?    2/  Are  you  sure  that  you  are  showing  what  you  need  to  show?    

WHY DO WE MEASURE (TODAY)?

!  To define a strategy (understand, have a vision, estabish a hierarchy, choose, compare… ),

!  To pilot (implement, measure, adjust, decide…), !  To sell, convince, argue, !  To meet your obligations or not, !  To control, !  To master, be efficient (or at least believe you are),

!  To be credible in a world which relies a lot on ‘measuring’ (if it’s done well),and to influence what criteria are set for measuring (accrediting bodies, ranking providers…),

!  Because the process of producing (or updating) indicators allows us to question what is important…

WHICH METRICS IN 2034 WILL HELP TO CONDUCT CHANGE ?

SHAPE OF CHANGE

SYSTEM THINKING TRIANGLE

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CONNECTION GAME RULES 1.  Look around the circle and randomly choose the numbers of two other

players. This is secret! Do not tell anyone what numbers you have chosen. •  all “even numbers” must choose two numbers •  every “odd numbers” must choose another number and the

“number 2” •  Nobody should choose the “number 5” and “number 1”

2.  Like any system there are some rules in this organization. This system is at is equilibrium point when « everyone is equidistant from the other two players whose numbers he has chosen ».

3.  When we will give a signal. Do this with no talking. 4.  The game continues until all players are equidistant from the two others

they are watching, and movement stops – a state of equilibrium. 5.  The goal is to achieve equilibrium as quickly as possible.

DISCUSSION

System

Sources:  inspired  by    John  Elkington  and  Susie  Braun,    Adapta;on  of  Leverage  points  –  Donella  Meadows  Dec.  1999  

LEVERAGE POINTS TO INTERVENE IN A SYSTEM

Actions “easy” to change and to measure  

Actions with systemic impact  

System

METRICS TO MEASURE LEVERAGE POINTS 1.  NUMBERS:    Mandatory  courses  ?  CO²  footprints?    T.  of  Waste  ?  

2.  LOOP:  informa;on  useful  to  others?  Perfect  inforor  informa;on  on  ;me?  3.  FLOW:  presenta;on  of  the  data  lead  to  a  change  in  behavior  ?  4.  RULES:  minimum  of  knowledge    to  be    graduated?    Do  we  contributed  to  

changing  the  rules  of  the  sector?    5.  DNA:  HEI  Mission  is  to  educate  future  RM?  Are  our  professors  paid  to  

contribute  to  the  common  good?      6.  PARADIGM  :  Are  we  sure  that  we  are  educa;ng  responsible  managers?    

1.     2.     3.    4.     5.     6.    

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WHAT IS OUR MOST IMPORTANT IMPACT IN THE WORLD?

NOW, LET’S CO-CREATE !

EXPLORING LIMITS OF ACTUAL METRICS METAPLAN

REVERSE BRAINSTORMING

WHAT COULD BE THE NEXT STEPS

- AT A DEPT. LEVEL - AT A UNIVERSITY LEVEL - AT A SECTOR LEVEL

WRAP UP