jean-christophe carteron: metrics for "next generation" office of sustainability: from...
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METRICS FOR "NEXT GENERATION" OFFICE OF SUSTAINABILITY : FROM INCREMENTAL
CHANGE TO PARADIGM SHIFT
Metrics Breakout Session ISCN 2014 - MIT
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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
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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?
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WHY DO WE MEASURE (TODAY)?
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! 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…
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WHICH METRICS IN 2034 WILL HELP TO CONDUCT CHANGE ?
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SHAPE OF CHANGE
SYSTEM THINKING TRIANGLE
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Titre du document - page 8
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.
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DISCUSSION
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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
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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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Titre du document - page 12
WHAT IS OUR MOST IMPORTANT IMPACT IN THE WORLD?
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NOW, LET’S CO-CREATE !
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EXPLORING LIMITS OF ACTUAL METRICS METAPLAN
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REVERSE BRAINSTORMING
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WHAT COULD BE THE NEXT STEPS
- AT A DEPT. LEVEL - AT A UNIVERSITY LEVEL - AT A SECTOR LEVEL
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WRAP UP