The Swedish Natural Step: A Model For Sustainable Transformation
FOR CONVERSATION AND COMMENTS ONLY. Fall, 1996.
This working draft was created for the purpose of convening a workshop with the interviewees whose story it contains. It was created to provide a shared basis for continuing the conversation about the Swedish Natural Step. Your comments are also very welcome.
HILARY BRADBURY
Boston College
Carroll Graduate School of Management
Organization Studies - Fulton 430
Chestnut Hill, MA 02167
(617) 552-0170
bradburh@bcvms.bc.edu
FAX: 617/552-0433
Table of Contents TABLE OF CONTENTS
PART I. Tell Me What This Is All About... p: 3
I.3 Chronological Timetable: The Highpoints
I.5 Setting the Stage: An Introduction to the Swedish Natural Step
I.6 A Compass for a sustainable future: The Four System Conditions
I.7 Key Themes in Sustainable Transformation
I.8 An Invitation to the Learning in this History
PART II. Tell Me How They Did What They Did... p: 14
II.1 The Context of The Swedish Natural Step
* But Nothing happens suddenly: Seeds and Strategy Readiness for change
Willingness to commit
Emergence of a champion: Karl-Henrik Robèrt
Knowledge points to directions for change
II.2a The Process of Communicating the Message p: 22
* Consensus works on many levels
Drafting the original consensus document
Simplicity without reduction
Shared Understanding based on the Consensus Document
Consensus works to attract business
Strategizing next moves
II.2b Sustaining Growth p: 29
A gala to celebrate
Expanding synergistically
Empowering young people: Ownership makes for committment
Let it be a win-win engagement
Business and KHR click
II.2c Challenge and opportunity of sustaining transformation p: 38
When others won't engage in consensus
But you can't please all the people all the time
The heights before the fall
External threat leads to internal clarity
Limits to growth
II.3 The Architecture of Engagement: Sustaining Transformation p: 47
* Working with Business as agents of social change
Attracting effective ambassadors/trainers
Gender diversity
Targeting the right businesses
Facilitating business' internalization of the NS message
Creating ever more possibilities, through networks, for the spread of the message
PART III. Engaging A Conversation So That We Might Do Likewise p: 53
PART I
TELL ME WHAT THIS IS ALL ABOUT...
What will remain is the vision of the sustainable society
--Karl-Henrik Robèrt
This is the story of the early stages of the Swedish Natural Step, the environmental organization whose work provides a compass we can use to orient ourselves toward a more environmentally sustainable society. Today this work is spreading on all continents.
In telling the story of the Natural Step we, who have created, supported and documented this work, hope that it will inform other efforts of large scale social transformation.
The heart of this story is told through the voices of those whose story it is. We believe that the story is inspiring, and in telling it, blemishes and all, it may give hope and direction to others who wish to do similar work.
It's a thematic story, rather than a chronological one. The focus of this story is on how people worked together to achieve what they achieved. It is a story with many participants, only some of whose voices could be included here.
Acknowledgments:
Much gratitude and recognition is due the many people whose work and support brought this learning history to fruition.
First and foremost I thank all the interviewees who took the time to tell me their part of the story: Kerstin Abrahamsson, Per Uno Alm, Lars Bern, Hans Dahlberg, Stefan Einhorn, Karl-Erik Eriksson, Anders Frisk, Russel Johnson, Magnus Leje, Stefan Nyberg, Bo Olsson, Karl Henrik Robèrt, Rigmor Robèrt, Hans Rämö, David Santa, Johan Strid, Björn Wallgren, and to all NS employees who spoke with me.
Thanks also to those with TNS-US, especially Laraine Lomax and Steve Goldfinger who helped me with informational interviews.
I thank also all who lent their editing eyes to the deceptively simple task of creating a learning history: Marty Castleberg, Gregory Doyle, Nina Kruschwitz, JoAnne Wyer; to Drew Jones for his help with the system dynamics models; and to George Roth for sharing information and documents on learning histories.
I am delighted to offer thanks to those who supported this project: Peter Senge, David Isaacs, Juanita Brown and Sara Schley; and to the foundation "Visions of a Better World" for administering the funds.
I am also indebted to the collegial and material support received from the Organizational Studies Ph.D. program at the management school, Boston College.
Abbreviations/Notations:
A small number of abbreviations are used throughout the text. "Det Naturliga Steget" is the original name of the organization which grew around the consensus report on sustainability in Sweden. I translate this as "Swedish Natural Step," this is then further abbreviated to "NS." This abbreviation is chosen to distinguish the Swedish group from the American foundation which is continuing the work in the USA and which is referred to as "TNS" / "The Natural Step." Karl-Henrik Robert is referred to as "KHR;" Rigmor Robert as "RR," and Per-Uno Alm as "PUA."
Your manuscript will be a story,
and it will be your story
and it will be our story.
- Rigmor Robèrt
SOME WORDS OF MY OWN
I asked colleagues to read through earlier versions of this document. Some were really engaged by the story they read. Some wondered why more people with an 'outsider' perspective had not been interviewed. Others expressed the fear that I had "gone native", i.e., become so captivated by the story that I am telling that I have lost too much objectivity. These honest evaluations give me pause. Certainly I have put all the positive aspects of the Natural Step up front - which is not to say I eschew criticism, but instead to acknowledge my first impressions.
Certainly I have my biases. I am a student of organization studies, I am interested in better ways of shaping the character of our work organizations for the 21st Century. My lens on the story which follows is often colored by my concern with issues of organizational transformation. My goal here is to write about the early stages of the Natural Step and so predominantly (though not exclusively) I spoke with those who were internal at that time. It is important, however, that my lens on this story not shut down readers' ability to "hear" that story, or to wonder about what is not told. The form of this story, a learning history, is precisely intended to invite readers' participation. This is not a closed document, rather it is one which is best used to provoke further questions and conversations. The reader is invited to keep a red pen to hand while reading.
What is foremost when I recall my time with the interviewees whose words form the heart of this story, is the respectful warmth with which I was greeted. I met with people whose work obligations were enormous. The interviewees were busy people: heads of international corporations, eminent scientists, doctors, civil servants, entrepreneurs, politicians and Natural Step employees. Yet they made time to tell what they all believe is an inspiring and important story. Unfailingly punctual and modest as to their contributions, the interviewees who had donated so much time and money to this cause were concerned almost entirely with the importance of the work as opposed to their individual contribution.
On one occasion I was moved to tears in an interview with a scientist. I was listening to his tale of his many years working to educate people on ecological matters. Undeterred by what often must have felt like a drop of water in the ocean of ignorance and lack of concern, he expressed his simple determination: "I have no choice but to do this, really, what are the options once you know what must be done." I grasped the degree of passion with which this work has been supported. I got that it takes dedication, effort and mostly disciplined obsession to reach the goal so cherished by all I met: a sustainable future.
This is very simple in a way. It is a calling to life-work, i.e., the work for our life on this living planet. What could be more arduous. What could be more fundamental. Hilary Bradbury
CHRONOLOGICAL TIMETABLE: NATURAL STEP HIGHPOINTS
Social Historical Context:
1960's 1964 Rachel Carson's "Silent Spring" heralds an activist- intellectual awakening to environmental issues
1980's Political Green movements in Northern Europe: 1985: German Greens enter parliament; 1988: Swedish Green party wins in elections
1988
- Karl-Henrik Robèrt convenes a core group of Swedish scientists who together produce the first consensus report on environmental sustainability.
- Business leaders agree to underwrite the costs of sending the consensus report to every household and school in Sweden.
- Karl-Henrik Robèrt with his wife Rigmor name the organization which grows as a result of the interest in the consensus report: Det Naturliga Steget/Natural Step.
1989
- Public gala to celebrate the publication and dissemination of the consensus report. HRH The King of Sweden attends the Gala; the Student Union organizes a rock concert to celebrate the mission of the Natural Step.
- Karl-Henrik Robèrt et al have a papal audience in the Vatican.
1990:
- Two consensus documents are written by natural and social scientists on energy and traffic in which the implications of science are used as a basis for suggesting societal action.
- Karl-Henrik Robèrt is invited to speak to the senior management team at IKEA International. All IKEA employees are educated about sustainability.
1991
- Karl-Henrik Robèrt receives prize "The Best Social Invention" by Institute for Social Inventions, London, England.
- Consensus documents on economic mechanisms, forestry, agenda 21 planning, agriculture and metals are begun in separate scientific networks.
1994
- Karl-Henrik Robèrt is invited to speak by the MIT Center for Organizational Learning. KHR meets Paul Hawken at this talk. Steps are undertaken to continue the work of the Natural Step in the USA.
1995
- Natural Step organizations are founded in USA, Australia, United Kingdom.
WHAT IS NOTABLE ABOUT THE EFFECTIVENESS OF THE NATURAL STEP?
A "notable result" is a significant event described in observable and tangible ways. The "notable result" answers the question "what was accomplished?" One question which the learning history investigates is what has been accomplished, and to what do the people responsible for those accomplishments attribute the results?
As a result of the education efforts of Swedish Natural Step, by 1996 in Sweden:
- 60 business corporations and 50 municipalities have actively begun to change the way they do business in an effort to promote global sustainability.
- The largest Swedish petro-chemical business is producing bio-fuels.
- The CEO's of 15 of the largest companies, are calling for stiffer government regulation of air quality.
- There has been a 75% reduction in the use of pesticides.
- Natural Step youth organization has become international with c. 150, 000 participants in 6 European countries. On specially designated "environmental days" young people, in schools or convened in gatherings, work with a large variety of practical environmental activities.
- Swedish McDonalds is serving organic foods, using recycled materials to furnish its restaurants and beginning to include thatched roofs on its premises.
- IKEA, one of the world's leading furniture manufacturers offers a line that complies with the system conditions. It contains no metal or persistent glues, is built of wood from sustainable forestry. One garden chair even includes a container for worm composting.
- The four system conditions have partly formed the basis for Electrolux's environmental vision and policies. Electrolux was first to introduce a family of CFC-free refrigerators and freezers; they have developed a sun-powered lawnmower, a chainsaw that runs on vegetable oil; they transport 75% of their products by train; they use recycled steel.
- In all, firms who together create 1% of global industrial output are in active conversation with Natural Step representatives with a view to strategizing the future of their organizations in ways that do not contravene the system conditions.
SETTING THE STAGE: AN INTRODUCTION TO THE NATURAL STEP
Imagine: scientists get together and reach consensus on the roots of our environmental destruction and the most critical avenues for action; an educational package based on that report is sent to every household and school, so that citizens can learn the basics of sustainability. A roster of famous artists and celebrities appears on TV to promote and celebrate this achievement. Business leaders underwrite this work. These leaders also begin to apply the insights of the report to support the greening of their own products and processes. The work spreads internationally, igniting hope and yet more visioning. People start to take steps toward a sustainable society...
The man who is central to its creation is Karl-Henrik Robèrt, MD., Ph.D. Karl-Henrik Robèrt lives in Stockholm and is a cancer researcher and physician by training. His concern for the illnesses of his patients led him to address the 'upstream' environmental and ultimately philosophical beliefs which lie at the root of many of these illnesses. He noted that as a physician, he was seeing more rare types of cancer more often. He stopped to ask the question: in what ways are we as a society contributing to this?
In 1989 Karl-Henrik Robèrt founded The Swedish Natural Step, an organization which serves as an educational vehicle on ecological matters in Swedish society. Dr. Robèrt's most significant contribution may be his achievement of consensus on widely debated scientific issues through a process of 'simplicity without reduction.' Working closely with prominent scientists in the spirit of consensus building, Dr. Robèrt was able to develop a widely supported educational package that presented fundamental environmental issues to the Swedish public. After approaching a number of business organizations and securing financing, one such package was sent to each Swedish school and household. The Swedish king also became a patron.
Later, Dr. Robèrt and John Holmberg together articulated the four system principles which are "both necessary and sufficient for a sustainable society". These principles can serve as a guide for decision making by both individuals and organizations who want their actions to be aligned with the vision of a sustainable society.
Today the Natural Step foundation has grown and comprises networks of independent professional groups. Businesses such as IKEA, Electrolux and Swedish McDonalds are currently using the Four System Conditions as a "compass" to guide their research & development, products and processes. (Please see below for more details on the four system principles.)
A COMPASS FOR A SUSTAINABLE FUTURE:
The Four System Conditions
The following "compass" comprises four system conditions which, in the words of Swedish Natural Step, are "necessary and sufficient" for ecological sustainability. The compass tells us the implications of our actions and points to a "true north" i.e., actions that will lead us to societal sustainability. The Natural Step believes that everybody can benefit from understanding these principles, not least because they offer a chance to start to speak with each other using a common language. (More details on how the compass was developed and the uses to which it has been put are contained in the body of the learning history.)
System Condition This Means Reason Question to Ask
1. Substances Fossil fuels, Otherwise the Does your
from the Earth's metals and other concentration of organization
crust must not minerals must not substances in the systematically
systematically be extracted at a ecosphere will decrease its
increase in the faster pace than increase and dependence on
ecosphere their slow reach underground
redeposit and limits-often metals, fuels and
reintegration unknown-beyond other minerals?
into the Earth's which
crust irreversible
changes can occur
2. Substances Substances must Otherwise the Does your
produced by not be produced concentration of organization
society must not at a faster pace substances in the systematically
systematically than they can be ecosphere will decrease its
increase in the broken down and increase and dependence on
ecosphere integrated into eventually reach persistent
the cycles of limits-often unnatural
nature or unknown-beyond substances?
deposited into which
the Earth' crust irreversible
changes occur
3. The physical We cannot harvest Our health and Does your
basis for or manipulate prosperity depend organization
productivity and ecosystems in on the capacity systematically
diversity of such a way that of nature to decrease its
nature must not productive reconcentrate and economic
be systematically capacity and restructure dependence on
diminished diversity wastes into new activities which
systematically resources encroach on
diminish productive parts
of nature, e.g.,
over-fishing?
4. If we want Basic human needs Humanity must Does your
life to go on we must be met with prosper with a organization
must have fair the most resource resource systematically
and efficient use efficient methods metabolism decrease its
of resources with possible, and meeting system economic
respect to their conditions 1-3. dependence on
meeting human satisfaction must This is necessary using an
needs, because take precedence in order to get unnecessarily
promoting justice over provision of the social large amount of
will avert the luxuries stability and resources in
destruction of cooperation for relation to added
resources that achieving the human value?
poor people must changes in time
engage in for
short term
survival (e.g.,
rainforest)
Are the System Conditions simply too demanding to be useful?
There are many examples of the application of these conditions. In the learning history that follows you will learn about the first company to approach Karl-Henrik to learn how to work with the compass. IKEA, one of the world's leading furniture manufacturers offers a line that complies with the system conditions. It contains no metal or persistent glues, is built of wood from sustainable forestry. One garden chair even includes a container for worm composting! Other organizations working in harmony with the system conditions are: Swedish McDonald's, the appliance manufacturer Electrolux, the supermarket chain ICA, even a Swedish oil company, which is developing alcohol based fuels. (In addition to the information provided in this learning history please see references at back for further follow up.)
What is Sustainability (based on the definition by Paul Hawken in The Ecology of Commerce p: 139)
In the simple terms of an economic golden rule for a restorative economy, sustainability means leaving the world better than you found it, taking no more than you need, trying not to harm life or the environment, making amends if you do. Sustainability means that your service or product competes in the market place because it delivers goods or services that reduces energy consumption, pollution, and other forms of environmental damage. Sustainability is an economic state where the demands placed upon the environment by people and commerce can be met without reducing the capacity of the environment to provide for future generations.
A Conversation with Karl-Henrik about the four system conditions:
The first 3 system conditions seem KHR: The first three are tight
different than the fourth physical conditions and the fourth is
the consequence of the first three.
In Swedish you say the laws are The laws of nature will superimpose
"non-negotiable". Americans hate to themselves since they supersede
be told they have to accept things! man-made laws. And some words are
unnecessarily loaded. An American
TNS colleague has told me that
"incontrovertible" sounds better in
American English.
So when I look at these recyclable Right. The trouble is that most
Nickel-Cadmium batteries that I am people working with environmental
tape-recording our conversation with, issues are only talking about the 4th
I realize that having recyclable condition which includes issues of
batteries is not enough. In fact I recycling. That is like having 3 big
am using batteries that are toxic, holes on the waterline of a big ship
and that I am contravening all 4 while you fix the water damage on
system conditions. deck! In fact we should be recycling
as little as possible, by appropriate
"pre-cycling." The result should be
audited with regard to the first
three conditions, e.g., does the
demand for mining decrease as a
consequence of the recycling of
metals?
KEY THEMES IN THE STORY OF SWEDISH NATURAL STEP: Beginning and Sustaining Long Term Systemic Change
There are no separate problems anymore --John Lovejoy
Themes: The following Learning History is organized by the key concepts, or themes, which were derived primarily from the interviews conducted with those involved with the early stages of the development of the Swedish Natural Step. The following questions informed the thematization of the large amount of data: What can we learn from this remarkable achievement? How can it help us to achieve transformational change in other areas, in other countries?
Transformational Organizational Change: The effectiveness of the Natural Step seems to lie in its ability to successfully harness people's passion and concern for the environment. However, not every social movement or transformational change effort is able to harness people's concern and passion as successfully.
What are the factors that have made the Natural Step so effective in helping bring sustainable change to Sweden? What can we learn from the Natural Step which can help inform other transformational change efforts? What knowledge can we share about other transformational change efforts in order to help inform the Natural Step?
Transformative change efforts within organizations seem to spring up and take root. In this Learning History we attempt to articulate those themes which relate to transformational change on a general level, through description of their concrete realization in the specific life and work of the Natural Step.
- Nothing happens suddenly! This theme of Seeds and Strategy explores the readiness for the work toward sustainability in Sweden. Karl Henrik Robèrt, the central figure in the Swedish movement, is introduced.
- Consensus works on many levels. The effectiveness of the work of the Natural Step is often attributed to the consensus orientation which lies at its core. This section explores the components which led to increased commitment to the work of the Natural Step. Those include the shared vision of sustainability articulated in the original consensus report and the inclusive engagement of multiple stakeholders in support of sustainability.
- Here we learn more about the sustaining of NS growth. This was achieved synergistically through a combination of personalities who brought different talents and visions, and the support of businesses who were seeking to do well by doing good.
- The development of the Natural Step was not without its critical moments which included a smear campaign, personal trials and the ever consuming quest for financial support. This section draws attention to the fact that this magic was less luck and more a commitment to treat each significant challenge as opportunity.
- How could we do work like that?! This section discusses Strategic pointers for initiating such change. These are offered not as "the only way", but as the reflection on the success of the Natural Step by those who contributed and learned in this process.
INVITATION TO THE LEARNING IN THIS HISTORY:
You are like an explorer and what we like to hear from an explorer is what did you see and how did it feel and what was it like - Rigmor Robèrt
You have begun to read a learning history. You might continue to read the following in the way you would read an ordinary report. However, if you read it that way, it may not provide the intended value.
A learning history describes what happens in a learning and change process, in the voice of participants. It documents the "hard" facts and events, but it focuses on what people thought about the event, how they perceived their own actions, and their differences in perception. By recreating the experience of "being there," the learning history helps you understand what happened in a way that helps you make more effective judgments. Our objective: To transfer the learning from the pilot team to other interested teams and organizations. The learning history is a means to that end -- not an end in itself. It is designed to produce better conversations, that wouldn't otherwise be likely to occur.
Learning is not always an easy process. It involves taking on the mindset of a beginner, letting go of what you already know, and being willing to examine mistakes. When people try new behaviors, to do things differently, they often make mistakes -- in fact, mistakes are inevitable. In typical business settings, however, mistakes are covered up and made undiscussable. The people who tell their story in this learning history have had successes, but they have also made mistakes. Those experiences are communicated here. Thus, the learning history gives you an opportunity to talk safely and openly about what has been learned by this group, and to extend that discussion to your own team and organization.
When you read this document as a learning history we ask you to do two things:
First, use it as a vehicle to better conversations. Read the document simultaneously with others who are interested in the issues it raises.
Second, as you read, take on the mindset of a beginner. "Listen" to what people are saying through their quotes, and why they did what they did. Try to suspend your judgment; don't automatically condemn the people who made mistakes, or assume you know why the mistakes occurred. Yet notice how you react. Mark those reactions in the document. Think about how this story is similar and different from the issues you face.
FORMAT
Right hand column: I have interviewed participants who were key in the early stages of the work of the Natural Step. On the right hand side of the page you will read their words. I have checked a draft of these words with each speaker before others have seen them.
Left hand column: In the left-hand column are my own thoughts and feelings which I hope will orient the reader to my perspective and aid in sense-making of the narrative in the right-hand column. Here I ask questions, offer reactions/comments on the story.
Sidebars are used throughout the document to explain an issue, concept or person in more detail than the use of quotations might allow. Where a word is marked "**" an explanatory sidebar follows below.
Systems models which describe and clarify ideas graphically are also included at two points in this document. The reader is encouraged to use alternate and/or similar clarification 'tools' throughout.
PART II
TELL ME HOW THEY DID WHAT THEY DID...
THE CONTEXT OF THE SWEDISH NATURAL STEP
But nothing happens suddenly: Seeds and Strategy
This theme of Seeds and Strategy explores the readiness for the work toward sustainability in Sweden. Karl Henrik Robèrt, the central figure in the Swedish movement, is introduced.
We are all already scared.
Polls taken at the 1992 global environmental summit in Rio de Janeiro revealed that between 70-80% of people worldwide have some kind of deep worry about the environment. People think that their health and their children's health is currently or will be damaged by environmental problems. More and more, people are afraid of the direction the environment is taking, and they are aware that they themselves must do something to avert a catastrophe.
The effectiveness of the Natural Step in Sweden seems to lie in its ability to harness this concern for the environment which exists among almost all people. Not every social movement or transformational change effort is able to harness people's concern and passion as successfully.
Readiness for Change
Sweden, with its mix of a stable business environment dominated by large corporations, and a population that is well educated and socially active, seemed to provide the ideal conditions for the evolution of the Natural Step.
Is Sweden special in that it provides
opportunities for people to develop
not only awareness but also the tools
to bring about ecological
sustainability? Just what is it
about Sweden anyway?!
In the US we say "Yes, in Sweden Student unionist: In Sweden we have
they can do this environmental excellent preconditions for
consensus work, but in the US we are environmental activism since we have
too atomized, too cynical..." Is this well educated scientists and a
"the truth" or a rationalization? How population as a whole. We have the
important are such cultural factors? highest rate of newspaper reading, we
have study circles** and large
people's movements. Each Swede is a
member of 4-5 organizations.
Scientist: We Swedes are not very
controversial.
It might seem that the consensus Swedish Business Executive: We are
orientation of the Swedes is not a still tremendously dependent on big
result of their being simply "better corporations and that is related to
people". this conforming, even when people are
convinced of another truth and that
what they are doing is wrong, they
don't say so. It's dangerous
Economic conditions in Sweden, e.g.,
the dominance of a small number of
powerful corporations also play a
role in maintaining a status quo.
In the US the vibrancy of the In Sweden there is great pressure on
economy with its special regard for people to conform, e.g., if you're
entrepreneurial ventures, suggests against nuclear energy it is
that if people are willing to call literally impossible for you to take
for response in the business sector part in business social circles.
to environmental there are structural
reasons which would support such
change
Cultural norms count too! Scientist: In Sweden it is regarded
as a mark of prestige to be a good
diplomat and listen and reach the
goal rather than show off on a
personal level.
**On Study Circles: The Study Circle is about people from a community getting together once a week for a couple of hours to study a subject together. It can be anything from languages to science to woodworking. This is an organized and very popular backbone of the activities of Swedish educational organizations. Every autumn each household gets booklets from a study organization indicating the many possibilities on offer. A great way to disseminate educational material is to produce study group booklets.
People's cooperatives in Sweden: A cooperative (coop) is an organization that is owned by all participating members. The Consumer Cooperatives are the "little man's" organization which came about in order to provide people with the basic necessities in the last century.
Willingness to Commit
The success of a transformation initiative seems to rest on the willingness of individuals to make a whole-hearted commitment to the change effort. This is true for the Natural Step. Most of the people interviewed had changed her/his life so as to be more dedicated to working toward a sustainable future.
Civil Servant: Earlier in my career I
switched away from engineering. I
realized what industry did not: that
environmental concerns will not fade
away.
Executive: I got the sad news that I
was sick with cancer and I decided
soon thereafter that I wanted to
dedicate as much work as I could to
the Natural Step.
NS Employee: I was searching to do
something different in my life when
KHR asked me to work with the Natural
Step.
A champion emerges: Dr. Karl-Henrik Robèrt.
Dr. Karl-Henrik Robèrt (KHR) brought to his work a unique combination of scientific know-how, love of clarity, awareness of the need for consensus and perhaps of most importance, an amiable and--many say--charismatic persona.
What can we learn from KHR's story? Is a charismatic leader essential for a successful change effort? Is it charisma which is necessary and sufficient, or are there other qualities, like persistence, which are equally, if not more, important?
I first met KHR in person in the
offices of the Natural Step in
Stockholm in March 96. We laughed
about the fact that the airline had
misplaced my luggage . Because he too
was in casual clothes I was made to
feel immediately comfortable in my
rumpled attire. Before sitting down
together, I was introduced to
everyone in the Natural Step office.
I was touched again and again
throughout the weeks I spent there by
the warmth and dedication of all I
met.
I had heard the remarkable story of
how KHR had engaged the energy and
imagination of his scientific
colleagues to create a consensus
document on how to proceed toward a
sustainable future. I was looking
less for the facts than for an
understanding of how such work gets
done.
How had it all begun for KHR? The I was not only passionate, I was
work sprang from his emotions, from obsessed. When I first started out
his own passion and fear. it was with a very clear sorrow in my
heart, and fear for the destruction
of the environment.
His wife had already discerned signs **RR: I started to understand that
of significant vocational calling in something was going on with KH from
the dreams of KHR back in the early the dreams he was recounting, he was
1980's: the dreams suggested a starting to have amazing dreams -
calling to significant and creative when men are becoming creative they
work often have dreams with spiritual and
erotic motifs, and KH was having
quite elaborate dreams.
**Rigmor Robèrt (RR). An
occupational physician and Jungian
trained analytical psychologist, Dr.
Rigmor Robèrt is author of "He and
She - born different" (1994).
Married to KHR for over 25 years,
they have two children.
KHR's was shaped by his professional I am a cell scientist and the cell
work as a scientist. Science was the is almost a metaphor for the whole
lens through which he saw a holistic earth, where the organisms are like
vision of the earth. the species and there must be a
balance of all flows for the earth to
survive.
In many respects, KHR represents the Mathematics have always fascinated
idealist's image of a scientist: a me. I think it is the challenge and
man who might reply to postmodern the fact that there is a right
skepticism with an old fashioned love answer. You feel exulted by clear
of truth and objectivity cut reasoning and beautiful thoughts
and creativity.
At some point, he found that he no I was surrounded by scientists who
longer shared his fellow scientists' got happy every time they discovered
definition of success. a new toxin.
Yet, his work was no longer I was completely uninterested in
fulfilling. He had a hunger to do designing ever more elegant
more. medicines. There are a whole bunch of
people who can do that. There was a
driving force in me, a power and
urgency to do something more
fundamental.
His professional training and these From karate I learned to go on when
feelings and experiences--including it hurts and to read my opponent.
being a national karate
champion--seemed to prepare him well
for his Natural Step work.
There was another aspect of KHR which
seems to be a major contributor to
the success of the Natural Step: his
inclusive communication style.
One of the ways in which scientists
survive is by trying to explain their
work to other people.
KHR was very successful and But I rejected the usual way of
respected as a cell scientist. presenting my findings. I realize
Early in his career he decided to be that I had tried to hide behind such
courageous enough to explain his language, thinking that if I
findings to his peers using very communicate in this way I will be
clear and simple language. taken seriously and won't be seen as
superficial. I changed to wanting
my thinking to be transparent to the
others so that they could see exactly
what is going on in my brain when I
am doing experiments.
His tendency toward collaborative During my scientific work I was
consensus building was apparent in leading "flat" non-hierarchical teams
the early days of his medical work. where everyone took part in the
dialogue, where everything that was
said was clear and understandable.
The Natural Step work is an KHR: As a result of my trying to
expression of KHR's life work. It is communicate clearly many people came
informed by his scientific education and offered to work with me and help
and 'rounded out' with an intuitive me.
way of connecting with people.
Karl-Henrik Robèrt's Leadership qualities were in early evidence. Though he is not without critics, all interviewees do agree that the man himself is unique--even though this is by no means the only cause of the success of the Natural Step.
Executive: If KHR were archbishop of
Sweden the churches would be full on
Sundays.
Employee: I see KHR as an Ivanhoe -
the fair and just king. He's also
powerful in a physical way and that
influences me. It's a "guy thing."
Colleague: I see KHR is a very
charismatic person. He would be
successful in anything he put his
mind to. He has the confidence,
intelligence, charm. He's a good
guy. He wants to do good.
Perhaps people are willing to be kind
and gracious about KHR because of the
net gain his many qualities have
brought to others.
This style seeks to explain complex Early collaborator: He has a gift in
matters in a simple way without transmitting knowledge to ordinary
losing anything integral to the people in a way that they can
subject at hand - KHR himself refers understand it. He is a very gifted
to it as "simplicity without lecturer.
reduction."
RR: KH enjoys teaching. He was a
leader back in medical school. He
wanted always to bump things down to
the basics for people to understand.
Employee: KHR always seems so kind,
open, we can talk easily to each
other.
Not that this style is always
appreciated!
KHR: I have ruined many dinner
parties with my love of lecturing,
people might say "O you must agree
that use of nuclear energy is better
than fossil fuel" and I simply have
to say no and then lecture them! I
feel physical pain when I hear
ignorance.
And when he, his ideas, or his style KHR: The very last thing that
are not, something else sustains his abandons me, on days even when I am
effort. too tired to hear the beauty of a
bird's song, is my desire for
honorable recognition by people
around me.
Knowledge points to directions for change:
True to his scientific calling, it is KHR's belief that a full understanding of the facts would motivate people toward doing whatever they could to realize a sustainable future. KHR believes that the reason for entrenched positions is bad reasoning and that, in the end, all people should be able to understand that it is in everyone's interests to work toward sustainability in both the long and the short run.
It was this belief that, in 1982, motivated KHR to develop an information packet designed to curb the use of tobacco. In 1987 KHR then worked with a colleague, Stefan Einhorn, to do a similar task in helping to educate Swedes about the spread of AIDS. At the heart of this effort is the belief that facts put plainly can galvanize people to demand more from themselves, and from business.
KHR's approach involved a two-pronged KHR: If I make a business man less
strategy: creating greater awareness ignorant about why it is in his own
in the business community itself-- self interest to undertake change,
change will come.
And influencing consumers. There must be a market for new
products, so the first activity had
to be to address the public.
It seemed like the logical next step
to want to inform people of the facts
about environmental degradation and
sustainability.
Early Colleague: He had done a
tobacco program and we had done an
AIDS program and had been sort of
successful. KHR started to think
about reaching people in business
with regard to the environment.
That's the group he wanted to
influence.
Colleague: Few would come up with
such an idea as KHR - its
overwhelming!
Perhaps what so overwhelmed people RR: I think the biggest difficulty
was KHR's willingness to commit to a was the whole project, the very idea
dream that was by no means guaranteed of educating the entire population
to be realized. In a sense the dream was somehow unbelievable to people!
of educating the entire population
was an utterly impossible dream..a
dangerous commitment, too susceptible
to failure. It is perhaps more
common to not allow oneself to
entertain such a dream.
THE PROCESS OF COMMUNICATING THE MESSAGE
CONSENSUS WORKS ON MANY LEVELS
The effectiveness of the work of the Natural Step is often attributed to the consensus orientation which lies at its core. This section explores the components which led to increased commitment to the work of the Natural Step. Those include the shared vision of sustainability articulated in the original consensus report and the inclusive engagement of multiple stakeholders in support of sustainability.
Drafting the original consensus document
KHR was convinced that if people could be educated about environmental sustainability they would be in a position to create societal change, whether at the polling booth or in the marketplace. He then resolved to develop a document through a process of consensus which would be distributed to the entire population of Sweden. Undaunted by 'usual' thinking that might suggest that sending a document to all four million plus Swedish households is a little "over the top," KHR pressed ahead with his unusual plan. A document would be written and edited by many scientists until it contained the best articulation of the beliefs on environmental science to date. This document would then be distributed to households and schools. KHR had not yet decided that the King and UN ambassador general would be involved. That would come later!
You can work with consensus on many levels. The most important level is when KHR collects scientists. At a lower level it's about asking others for their advice, and not believing you have the solution yourself. So it's a way of being open for others to give their input. It's about taking away detail, finding a core that people agree on and building up from there. --Per-Uno Alm
Simplicity without reduction:
The consensus process employed a method of 'simplicity without reduction' which meant that all extraneous detail would be cut away to leave the core with which everyone agreed. The method of `simplicity without reduction' reflected KHR's promise to himself to make his thinking transparent. This became the template for the consensus process. It was crucial. in KHR's way of thinking, that people be enabled to move beyond quarreling** over details, to really understanding the principles at stake. KHR believed that when people understand principles --reduced to their simplest expression--they are enabled to overcome the "Thumbelina syndrome", i.e., the feeling we are too insignificant to make any contribution to change.
Initially, the process began with building a community of committed scientists. But the larger challenge was and continues to be to help businesses align with environmental goals. The process attracts businesses, including several effective champions within the business community.
On scientific quarrels over environmental issues: "Monkeys chattering in the trees!" How much CO2 in the atmosphere is too much? How big a hole in the ozone layer is too big? This is the nature of much scientific debate on environmental pollution. Karl-Henrik has likened this to the chattering of monkeys in a dying tree. He suggests that we do not need hard and fast answers to these difficult questions before we act; that we may act now with our already voluminous partial knowledge. To act means to get down out of the leaves and begin to tend to the trunk and roots of the dying tree which supports our life.
Scientist: The idea of a consensus
document was to cause alarm. The
more knowledge the population had,
the more they would put pressure on
the politicians. Civil Servant: I
realized immediately that this man
wasn't mad after all, but that he did
have a very uncommon idea and a
fantastic pedagogical instrument.
The vision was to make it so simple
that any interested layperson could
read it.
Scientist: KHR writes very quickly
and responds to ideas very quickly.
So we discussed and you have to give
and take. That's the way we all came
to consensus. All of us were more or
less satisfied.
Scientist: At first we met once or
twice a month for 2-3 hours, as we
were finishing it was once a week.
The entire process took about nine
months.
Eminent scientists were willing to Scientist: The booklet** was again
get involved with KHR's work because another opportunity for saying what
it offered an opportunity to reach an I've said over and over, again and
audience that they wanted to reach again and again and this time to a
but had not yet succeeded in doing so wider audience.
**The original consensus booklet: Karl-Henrik drafted a first version of what would become the booklet to be sent to all Swedish households and schools. He then passed this to a circle of 6 colleagues and asked them to improve the document and return it. He then redrafted it and sent it back not only to these colleagues but also others suggested by these colleagues. This iterative process went on until 21 versions of the document had been drafted and the thoughts of over 50 scientific colleagues included. The final document, whose "simplicity without reduction" made it a perfect springboard to introduce the vision of sustainability to the Swedish public, was sent in booklet form to all households and schools.
The booklet is a 37 page 8"X12", soft cover, illustrated document. It begins with an overview of evolution and explains the development of the cells of plants, animals and humans. It explains the cyclic characteristic of the natural environment and the environmental dangers of non-cyclic energy sources such as nuclear power. It is an alarm document in its call to action. It notes the extinction of species, the ozone layer and rainforest degradation. It makes suggestions for daily life concerning saving energy, recycling and demanding chorine free paper and mercury free batteries. It ends with a one page more densely written conclusion which spells out the ramifications of the foregoing. The document appears user friendly, aimed at a general public. It seems almost understandable even to a non-Swedish speaking person as most of the story is told using illustrations. On the back cover the names of contributing scientists and an address for the "Naturliga Steget/Natural Step" is included.
The booklet was ready for mailing within a year. A sound recording was also made of the words in the document so that people could look at the booklet while listening to the words. Business then got involved to financially support the dissemination of this document to 4 million homes and all Swedish schools (see sub-theme 'consensus works to attract business' below). The four system conditions were not contained in this booklet. KHR continued his work toward scientific consensus. In this process he saw the need for a succinct overview of what science can tell us about how to achieve sustainability. As a result of this on-going scientific consensus building in further dialogue with John Holmberg, then a doctoral student at Chalmers university, the four System Condition were articulated[1]. The four system conditions were published in scientific journals, although they were not distributed to the entire population.
Shared understanding of sustainability based on the Consensus Report
The Natural Step began with a "breakthrough concept"--perhaps another attribute of successful transformation efforts. What was the breakthrough concept? Making knowledge accessible to those who can put it to use. But why was this seemingly simple idea such a "breakthrough?" Why was it so significant? Many scientists already knew a great deal about how our environmental problems might be resolved, yet no one had managed to make that knowledge available to the broader public beyond academia. Indeed many had put no thought into how to do that at all.
Scientists do not always think of Scientist: I am only a scientist, I
themselves as educators. never understood how important it was
to be so aware of how to transmit the
knowledge
Yet, KHR seems to have been a born KHR: I forever thought about learning
educator, consumed with the desire to better strategies for teaching. I
communicate his knowledge and help always think about this, when I wake
people to put it to use. up, drink coffee, walk the dogs, run
in the woods, fall asleep.
KHR: I react to a problem by going
over it again and again - how can we
deal with this problem
In many ways KHR's work makes us
recognize one of the problems that
the specialization of knowledge has
created. So much brilliance is
getting lost in the bumbling of
specialized jargon which makes it
almost impossible for various
disciplines to share knowledge.
Another factor is the disdain for
grappling with real world problems
that exists among academics.
KHR's personal experience taught him KHR: The consensus oriented pedagogy
that little is resolved by arguing. we have now developed came from my
own despair and long time practice of
violating all the rules of consensus.
My spontaneous reaction when I get
opposition to my deep seated beliefs
is to punch that person on his nose.
I've learned the hard way how little
that achieves.
KHR made it a point to learn about Scientist: KHR has studied how to
consensus-building. The idea is to best achieve consensus. I link this
reach people with knowledge that will also to his training as a physician
help them to make better where he is always trying to apply
decisions--not to alienate or blame his knowledge. Here, the patient is
them. Swedish industrial society.
It probably does not come naturally KHR: It's very easy to ask myself how
to many of us to view the world would I like to be treated if I am
through our listener's eyes, yet that supposed to contribute to other
is precisely what is needed. goals. Well, first I want
recognition! Don't start off saying
"you're wrong," you start by lauding
what is wonderful!
KHR knew that this process must
engage people not only on a cognitive
but also on an emotional level.
First, you must get through to
people. Does this mean that you must
always be a little bit kinder than
you think you need to be?
Scientist: Instead of criticizing
what is bad, KHR tried to praise what
is good, getting good examples,
getting good companies.
KHR's training as a doctor was good Executive: KHR doesn't pretend to
preparation for engaging people in a know anything he doesn't; he says, I
consensus process. A doctor has am just a cancer doctor, I won't tell
authority but cannot command! you what to do. You are the
professionals. You are the ones who
know how to best handle this.
KHR's training seems to have created Natural Step Employee: We don't tell
a template for the Natural Step people what to do. We don't hang out
organization's approach to people. with the bad guys and we always show
You take people as you find them, the good examples.
knowing that they are doing their
best, given their knowledge and
experience.
Consensus works to attract business
Business people have been very attracted to the consensus-building pedagogy, and to the consensus builder himself. A change initiative which works by "pull", a process of attraction, instead of "push", or promotion, can be very powerful indeed. But why has the Natural Step and its leader been so attractive to business?
Executive: What KHR said to me caught
me. He said, I am a cancer doctor
and I am concerned about the bad
state of things at present. The
first thing is to educate people and
I have an idea about how to do just
that.
Even more than the scientific
foundation, the pedagogy which is so
inviting proved perhaps most
attractive.
When KHR spoke at MIT in 1994 he Executive: What impressed me was the
used brilliant, memorable metaphors very good pedagogical instrument, his
e.g., the tree whose trunk represents metaphors, his way of representing
the principles of consensus, the the systems ecology. I thought KHR
leaves the details of arguments, etc. really had something there, after all
I had been grappling with how best to
transfer knowledge like this to
people in business.
Perhaps business was also attracted Executive: KHR had really thought it
by KHR's success in building through and his bringing in all those
consensus within the scientific scientists who had supported it was
community. Perhaps they appreciated very impressive.
what a challenge this was. Ash the
saying goes, nothing succeeds like
success!
KHR: I must have been able to sell
the concept to them using my pedagogy
and my sincere passion and my
vitality in a way that felt like "OK,
give the guy a break".
Business wanted in. Executive: My company was attracted
to NS and in fact we were attracted
to each other. I understood that we
needed guidance and advice from
knowledgeable people; that we
couldn't handle it ourselves.
And they offered the benefit of their KHR: I was advised by Hans Dahlberg
strategic skills and management who was a leader in providing initial
consultancy. funds, that we must be prepared,
after the launch of the booklet, with
back-up to support its impact on
society
Hans Dahlberg was CEO of Folksam, a Dahlberg: I was determined that KHR
large cooperative insurance company, should succeed, he is a good guy and
at the time that KHR sought funding I believe in him. Here was a guy who
to disseminate the original consensus had an approach to the environmental
booklet. Cooperatives are an problem which was so different from
important part of the Swedish other approaches.
organizational landscape which arose
out of the needs of ordinary people.
Mainstream insurance companies had
said "certain people are poor risks,
we don't want to insure them." So
people got together and formed their
own insurance cooperative. Folksam,
one such example, saw its mission as
insuring not just people's health but
more generally their well being, and
so felt empowered to support NS at
the early stages.
Not that KHR wasn't able to just sell Dahlberg: KHR didn't need much hand
his ideas with great ease. holding, just contacts with other
business associates who might be
willing to support the cause. The
rest he could do for himself. He is
so good you can take him to any
boardroom. You can't take all
doctors and you can hardly take any
environmentalists!
Strategizing
the Next Moves:KHR had succeeded with the unimaginable. Based on his own experience of how consensus building can lead to the better solution, he attracted scientists and business leaders to support him. Together a shared understanding of sustainability was co-created.
Hans Dahlberg, CEO of Folksam, was a key figure in the early stages for funding the NS directly and putting KHR in contact with other like-minded business people who would also help with funding. Dahlberg also brought Per-Uno Alm, an independent management consultant, on board. At first Per-Uno Alm was reluctant. On Dahlberg's request he met with KHR one Saturday morning and was surprised at how articulate, sincere and inspirational KHR was. His reluctance to get involved lessened and then he stipulated one condition for further involvement: KHR would have to be willing to be the public face behind the NS initiative, in effect he would have to agree to posibly giving up his private life. Per-Uno Alm felt that with KHR as the public persona people would identify with the work of NS, this organization had a chance at overcoming what he saw as the perennial problem with the message of most environmental organizations: that it instills doom, gloom and a sense of such overwhelming catastrophe that the ordinary person feels paralyzed to act. Committed at first on a part-time basis to offer strategic and operational direction to Natural Step Per-Uno Alm pushed three initiatives to help further expand the work:
- to reach out to youth, the ones who will, by definition, carry on the work
- to prepare for the expected demand on the lecture circuit after the release of the booklet,
- to continue the work of consensus documents through the creation of more networks of professional groups, who, in their own areas, would seek to achieve consensus on how to assist in moving society toward the vision of a sustainable future,
- to grow the NS organization "organically", i.e., to allow all types of people who had good and practicable ideas that might further the mission of NS to be a part of the synergistic growth. Thus the development of NS would be sustained by the commitment of those who would be attracted to the mission and vision of sustainability as articulated by the NS and identified with the person of KHR.
SUSTAINING GROWTH
In this section we learn more about the sustaining of NS growth. This was achieved synergistically through a combination of personalities who brought different talents and visions, and the support of businesses who were seeking to do well by doing good.
The consensus booklet was the first major platform for KHR's ideas. Sending the consensus booklet to all Swedish households created a groundswell of interest. As demand to know more about sustainability increased, opportunities to further educate people on the vision of a sustainable society also increased.
A Gala to celebrate a tremendous achievement
The booklet was launched on April 29, at a gala evening event. This event was televised on Swedish TV with the King's patronage and UN ambassador Perez de Cueljar prominent. Per-Uno Alm and Hans Dahlberg, who played vital roles as leaders and catalysts during the next stage of the expansion of the Natural Step. These "early adopters" were able to bring their own personal visions to the effort, and KHR was able to expand his vision to include theirs.
Assessments of the mailing's Scientist: The distribution of the
success varied - though a 20% booklet to all Swedish households and
"return" on any direct mail is schools was a very interesting, if
exceedingly high. not a very good idea. It didn't have
a major impact. KHR: No one expected
the mailing solely to transform
Sweden. It was there to initiate a
powerful start to the NS itself.
Indeed our polls showed that 20% of
the recipients studied the booklet.
With previous experience as a Student Unionist: With the booklet
management consultant to successfully out PUA played the role
not-for-profit organizations, PUA had of the "crazy consultant," with no
many contacts and a talent for seeing limits to his aspirations for making
interconnections. Described by more education and action available.
colleagues as 'almost brilliant', he
turned to strategize the right moves
for the expansion of the Natural Step.
PUA: We must at all times be
completely free to see possibilities.
PUA took on the day-to-day
responsibilities of the small office
of the Natural Step which formed to
serve the demand for more information
that came as a result of the booklet.
Expanding Synergistically
The Natural Step's expansion happened in a number of domains and included young people organized in a youth parliament; professionals organized in network groups, many of whom worked to create their own consensus documents; and it included business leaders who began to internalize the message of the NS in a way that made their companies more "green". An organizational design emerged, a design which seemed appropriate to the goals of the organization. The organization would grow organically, i.e., be a project-based organization, networked through a group of central coordinators.
The organizational design mirrored PUA: It is imperative that NS
PUA's view about the source of comprises all levels of society. We
passion for the Natural Step: it had to see that we were constituted
comes from inside, from the core of diversely. I started to create and
one's being. So, too, the to see how to find people around me
organization expands out from a who could support us - and support us
central core. by themselves getting the idea of
what to do inside themselves, from
that there is so much energy. There
is no limit to it, really.
The Natural Step would not be a The interconnecting networks of
consulting organization. support makes this program unique.
If we ran it like a consulting
business we would always be compared
with other such businesses. We need
to be different.
Leadership in the supporting KHR: It was no coincidence that Hans
companies was the type that takes a Dahlberg was a supporter from the
long term view and encouraged start, his leadership style has been
empowered delegation. one that is completely devoted to
being a true, empowering leader.
Taking a long-term view, PUA was
concerned to garner the energy and
support of young people.
I could see that we haven't enough
young people with us. So I told KHR,
"We must draft them because that is
the basic group for us in the future."
The students insisted on --and Student unionist: They wanted to have
succeeded in--creating their own a youth profile to begin with a
version of the Natural Step. special launch for just the youth.
It is young people doing something
for ourselves, not NS doing something
for us. Maybe that is why it is
successful.
Yet, perhaps, in delegating that Per-Uno: The students told me that
authority to the students, NS may the youth wouldn't be so interested
have gone too far in its 'hands off' in scientifically derived system
approach? Today the youth work conditions but more so in concrete
contains very little of the things to do. I said "fine, if this
scientific background developed by is the basis for future work, please
NS, including the system do as you see fit."
conditions.--although that is being
addressed now.
Other Networks also were developed, Student: In the spring of 1993,
initiated by individuals who had been Kenneth Hermele a well-known Swedish
attracted to the Natural Step. In economist, called a first meeting of
this case Professor Hermele an economist network. He only wanted
approached Karl Henrik about creating to call not lead it. He asked if
a network. people would be interested in
beginning and leading a subgroup too.
Generally the network meeting had a
mix of economists, older and younger,
men and women, the conservative and
progressive.
**Empowering Young People - Ownership makes for commitment. KHR and PUA met with the leaders of the Student Union in Stockholm in 1988 to extend an invitation to them to get involved in the mission of the Natural Step. They accepted and proceeded to create an autonomous body called the Swedish Youth Parliament. Its foundation was celebrated with a rock concert as a youth alternative to the televised gala that introduced NS to the Swedish public. It aimed to create an interest for the environment and to stimulate youth participation through *learning by doing; *fostering choice; * dialogue with experts; * and using the NS scientific consensus. Today the youth organization has become international with c. 150, 000 participants in 6 European countries. On specially designated "environmental days" young people, in schools or convened in gatherings, work with a large variety of practical environmental activities. In Sweden one such an activity is "the King's challenge", in which young people make reports on the work of local businesses with reference to the four system conditions.
Consensus as a Generative Process: Development of Professional Networks
Like the original consensus booklet, the "Four System Conditions" also emerged partly from KHR's own cogitation and partly out of conversation with others (see above for more details.) This process of drafting thoughts and seeking input from the best minds in the field was to be institutionalized in the form of Professional Network** groups. To date, some of these groups have produced consensus statements of their own. Following KHR's original template, these consensus documents also represent the best thinking and points of agreement which exist among scientists on a particular scientific topic. The compass, i.e., the four system conditions, and a program for step-by-step transmission of these is then used as an instrument for analysis and dialogue.
**Professional Network Groups. (to be completed with H. Helmfrid)
What are they?
How do they function?
How many? etc.
KHR: It always starts with me
thinking, How can I approach those
smart people? How can I describe this
in a challenging way and so clear cut
that they will be fascinated by the
prep work?
But not everyone can be invited. At this point because the work is
What problems does limited known and wonderful minds have taken
participation create? Is there the part, it is somewhat of an honor to
possibility of bias? be invited. And we work using
people's suggestions of whose
viewpoint is not represented.
The process engages the intellect of The scientists are attracted by the
the scientist. Somehow, it seems, ego strategy of trying at least to get
is not a problem? rid of their antagonisms that are
based on misunderstanding. They come
as they are interested in the
intellectual process.
The consensus model attracts the The four system conditions are, in a
right people. way, the rules of playing chess with
each other, and we apply simplicity
without reduction to identify shared
mental models/ understandings.
What does the scientific consensus Scientist: The idea is you collect
building actually look like? people who know the subject and who
have differing opinions, then try to
write down the points they agree on.
It takes time. But afterwards you
have a document that you can give,
say, a politician and say: At least
these questions can be set aside,
because everyone agrees on these.
KHR: An editorial team should not
consist of more than ten people, and
with ten you're bound to cover most
viewpoints. We must recruit interest
among diverse viewpoints.
You have a chairperson who listens
well and who notes breakdowns when
people are arguing over details not
principles; she or he must also be
aware of anybody violating another
person's sense of honor.
I bet that sometimes in spite of best
efforts people will get stuck
We all participate in deciding when
it is that we have reached consensus.
When we cannot all agree, that
conclusion, too, is reached by
consensus.
But isn't it possible that some It's not consensus when people give
people do just give in for the sake in, especially out of fear of seeming
of a quiet life? What safeguards to disagree with all their eminent
against this? colleagues. We work with this, maybe
privately too . My task is to see
that the system conditions really are
clear in people's minds until the
real consensus work commences.
After all the hard work, you have a If you put your feet on something
solid foundation from which to build that itself is loose and then take a
an edifice. And with decisions built leap, you're after even more
on the system conditions , you have a confusion and you can't contribute.
firm foundation from which to
approach other problems.
Let
it be a win-win Engagement!It may be that in addition to the loftier features of contributing to scientific history and the sustainability of planet earth in general, another more mundane reason for participating lies behind people's willingness to spend up to 20 hours a week in dialogue about ideas with their colleagues, colleagues who were often "enemies" at the outset of the process. The consensus process can be fun, participants can learn a lot, and they can reach a larger number of people that they would not have otherwise.
Scientist: I was very excited about
being a part of this.
Doctor: it was great fun to work with
KHR. He's funny, charismatic. He has
a free and creative mind. I learned
from him, and I enjoyed it.
Student unionist: It was fun, and it
fulfilled my needs to get results in
educating people about the
environment.
Scientist: I'm glad to have been in
it. It's an experience from which I
learned a lot, I learned to interface
with groups with a business mindset,
to see the questions they bring.
Business and KHR click
You see the whole point is to make the good guys do better
-- KHR
Increasing numbers of business people are convinced by the message of KHR and the Natural Step. The way in which this message is delivered appeals to them. It simply makes sense to hear explained that industries who refuse to change toward more sustainable processes and products are in jeopardy. If businesses rely on the use of ever more expensive and diminishing quantities of natural resources, they are backing themselves into a non-competitive corner. Consumer demand is also unequivocally moving in the direction of "greening" industry. Yet, KHR is not asking people to don hiking boots, eat alfalfa spouts in the executive dining room, and risk unprofitability. A great amount of thought has gone into making the message of sustainability applicable to the day-to-day concerns of business people.
NS works with, rather than against RR: These men who love rules and have
, the grain of people. been successful are not asked to
abandon their way, rather they are
allowed to use that side of
themselves which has been so
successful and also to allow their
heart to come through.
Synergistic support implies that, for Executive: We grew together in a way.
example, businesses which wished to
become involved would learn from NS
and also further the understanding of
NS applicability.
Many business people were just Executive: I was instrumental
waiting for the tools KHR introduced, because I was interested in getting
seeing it as a way to help their own this work on sustainability going. I
companies. saw it as a possibility of getting my
company back on the environmental
scene again.
Not blaming current environmental Scientist: They found a way of
issues on business allowed business talking to industry without
people to be comfortable working with alienating them.
KHR, and to find out how to make the
process of becoming green a 'win-win'
situation.
Executive: We invited KHR to speak.
He was serious but optimistic, he was
very interactive taking questions and
talking informally. We liked him and
wanted to work with him.
KHR went where he was invited, Executive: Our company was already
seeking to develop the 'pull' energy quite committed to environmental
rather than 'pushing' the sustainable activity, our German market was
agenda. The message was: Not everyone calling for more information on the
must change completely- just enough toxicity of products, and we were
to make a difference. tackling more and more environment
oriented questions.
Executive: I was already convinced of
the need to address environmental
questions and KHR gave me the tool.
And when he went it was as a
facilitator, not a lecturer.
Executive: KHR didn't come to us and
tell us how to build sofas. He said
"You know your business, I can only
help you to consider some basic
issues with regard to the
environment."
KHR: The environmental director of
IKEA called and said "Shape up. We
know more about the application of
the system conditions to furniture
design than you!" And that made me
feel flattered!
Now the learning is spreading. IKEA Executive: So now our client
suppliers are turning to their
suppliers and saying "If you want to
do business with us you must learn
about the 4 system conditions."
The home furnishings manufacturer, The IKEA company mission goes back
IKEA, was the first company to invite to early days. We believe our
KHR to speak. Partly goodwill, mission is to create a better
partly self -interest provided the everyday life for the majority of
impetus. people. So we have wide latitude to
be interested also in environmental
questions!
In 1989 the IKEA president said that
we must begin to address the
environmental issue proactively.
The commitment to innovation marks IKEA Executive: We put great effort
these increasingly sustainable into using as little resources as
businesses as different from others. possible. Instead of doing it like
It is here that the NS message finds all the other companies, we try to
a fertile soil and its system take a different approach.
conditions find their way into the
mission statements.
We had industrial designers, the
best of whom already were concerned
with environmental issues in their
private lives, KHR gave us an
opportunity to mine this talent.
NS training combines a "trickle down" It became clear that we must start
with a "bubble up "intervention. to train everyone in the company
Over time everyone is trained so that
all employees are capable of making
localized decisions.
One evening a junior manager sorted Certainly we are aware and trying
the piles of garbage by spreading it to put into practical use the 4
over the store's parking lot. Given system conditions. We are working
his training in NS thinking, he began with sorting and recycling waste, we
to analyze the contents of the have instituted a trash is cash
garbage container, seeking "upstream" program!
solutions to reducing the amount.
As with consensus building the It's self interest of course also,
initial impetus points to a 'win-win' we understand that we simply must
solution. take this further.
Additionally being part of a We're part of a group of companies
supporting network for the NS, IKEA close to NS with common goals and
also benefits from the consortium of projects; projects like the
companies that has grown around NS. challenger train** have brought us
closer together with Scandic Hotels,
Electrolux, Swedish McDonalds,
Swedish Rail.
** The Challenger Train: The challenger train is a train which travels throughout Sweden to educate people about the NS work. Each carriage on the train is dedicated to the successes of a particular business corporation so that people can see the real life application of the NS theory.
Electrolux: Another good example.
The four system conditions have partly formed the basis for Electrolux's environmental vision and policies. For example: they now use water-based and powder paints instead of solvent based methods; they prioritize the use of recycled materials and reduce amounts of materials used; Electrolux was first to introduce a family of CFC-free refrigerators and freezers; they have developed a sun-powered lawnmower, a chainsaw that runs on vegetable oil; they transport 75% of their products by train; they use recycled steel. All of these more sustainable products and processes are linked to the system conditions helping to move from linear business production with large waste byproducts to working more with the cycles of nature.
Change initiatives can derive a lot of power when people find they can align their personal values and aims with the organizational values and aims. It seems that the Natural Step helps business people to align their hearts with the goals of their business. They are given practical solutions through the challenger train (see Sidebar above) which help ground and operationalize the "conceptual" nature of the system conditions in visible, real-life activities.
One way[2] to describe the "snowball effect" of growing the community of committed people, is to employ the language of "systems thinking." The following causal loop diagram explains the reinforcing nature of growth of the Natural Step:
To read it, consider that the arrow means that the first variable causes the second, and the "+" sign next to the arrow means that the second variable changes in the same direction as the first. So as New People Adopting the NS Pedagogy goes up, the next variable, Size of Community of Committed People, goes up, too. More people in the community means that there will be more Networking between scientists, activists, businesses, etc. and by word of mouth this will lead again to an increase in New People Adopting the NS Pedagogy . This closes a "reinforcing" or "positive" feedback loop that will drive exponential growth in the size of the Natural Step community. Around and around, like a rolling snowball (as the small picture signifies), the community will grow at a faster and faster pace, until it finds and reaches a limit.
CRISIS: CHALLENGE AND OPPORTUNITY
The development of the Natural Step was not without its critical moments which included a smear campaign, personal trials and the ever consuming quest for financial support. This section draws attention to the fact that this magic was less luck and more a commitment to treat each significant challenge as opportunity.
When the others won't engage in consensus?!
A problem that KHR and others who represent the work of NS ran into is that not all people are willing to engage in dialogue at all, in fact they block such attempts from the start.
As the business community became engaged, the stakes for the Natural Step began to get higher. As often happens in transformational change efforts, people become increasingly committed to their cause and sometimes, in their zeal and passion for what they believe is right, they violate their own principles. Was this what happened when a union member challenged KHR in 1988? Is it realistic to think that you can always operate in a consensus mode? Or do you sometimes just have to silence your "opponents?"
So how do you cope with someone who KHR: Let's add to that problem that
themselves is not in consensus mode? there is a lot of money at stake and
one person is willing only to be
adversarial?
Perhaps we are seeing here One time this occurred. It was early
the national karate champion in on in a meeting in which I was to be
action, albeit in a business suit. guaranteed 10 million kronor. A
Karl-Henrik planned his answer as he trade unionist attacked me. On and on
listened. He knew that if he started he went for 15 minutes in front of
to respond defensively he would give the people who would guarantee the
fuel to the fire being created. funds. Everything he said was false.
Under no circumstances were the As he talked I watched the audience.
potential sponsors be made to believe After his barrage the chairperson of
in a "no smoke without fire" the potential sponsoring company
scenario. asked me to comment, I replied there
was really no comment to be made to
this. I turned to the audience and
said, "By the way, if you're thinking
that Mr. So-and-So is simply having a
bad day, let me assure you the is
not. He's always this malignant."
People burst out laughing. One of
the older bankers said "I must agree,
his presentation was stupefying!"
And this response is against the Yes! and I had no choice!
rules of TNS!
But you can't please all the people all of the time.This is not to say, however, that involving everyone in consensus-building is viewed unequivocally as the ideal path to creating a sustainable society. Nothing is perfect, and the Natural Step consensus-building process is no exception. For all the praise, honestly given, there are also reservations equally honestly expressed.
That people are sometimes ambivalent Student: In the final analysis KHR
about KHR can be useful. If he is will cross any lines of decision
thought to be a saint, people can too making to get what he wants done.
easily give up their own
responsibility for bringing about
change by virtue of being "too
ordinary
Scientist: He crushes opposition,
sometimes in a nice way, sometimes
not so nice. It is a pity. It is a
weakness he has dealing with
criticism.
Student: KHR is all for consensus but
yet he is so domineering.
In science, the valued coinage is Scientist: I felt in the early days
ideas. Ideas are usually the that we would write the consensus
"property" of the individual who document together and then after a
comes up with them . The fact that lot of work it became evident that it
there has be