The Public Sector Climate Action Mandate requires public bodies to reduce their energy-related greenhouse gas emissions by 51% by 2030. This poses an unprecedented leadership challenge! Having facilitated climate leadership workshops in several public and private sector board rooms, I have not encountered any objection to the target. There is consensus that climate change is
Responding to events does not require a lot of thinking. However, engaging with patterns requires a capacity to think broadly and comprehensively – across time and space.
The torrential flow of learning is disorientating, confusing and renders us less capable of informed action. An effective learning infrastructure enables organisations to balance learning flows with a stock of learning. All flow and no stock makes organisations stupid!
Learning cultures have the capacity to agree to everything – that does not mean they must agree with everything. Change flows and when everything is seen. Once difficult perspectives are aired and respected they lose their grip on the agenda and learning grows.
Craft goals in the language and worldview of the prevailing culture while enabling people to make sense of those goals in their own terms. This is the work of the bi-culturalist.
Conflicts cannot be fully resolved without regard to the organisational context that gave rise to them. The opportunity is not so much to resolve the issue you are fighting over but to understand how you got stuck in the first place and what you can learn from that.