Stumbling towards Sustainability: Why organizational learning and radical innovation are necessary to build a more sustainable world—but not sufficient
Sterman, J. 2015. Stumbling towards Sustainability: Why organizational learning and radical innovation are necessary to build a more sustainable world—but not sufficient. in Organizational & Strategic Change and the Challenge of Sustainability. R. Henderson, M. Tushman and R. Gulati, eds., Oxford University Press.
DOI: 10.1093/acprof:oso/9780198704072.003.0003
Abstract
Our civilization is unsustainable and it is getting worse fast. The human ecological footprint has already overshot the sustainable carrying capacity of the Earth, while population and economic growth are rapidly expanding our impact. Meeting the legitimate aspirations of billions to rise out of poverty while reducing our global footprint to sustainable levels is the defining issue of the age. Change and transformation are urgently needed throughout society. But how can such change be achieved? Here I offer a dynamic systems perspective to raise questions about the processes of change required, at multiple scales. Within organizations, process improvement initiatives directed at cost, quality and productivity commonly fail. Sustainability initiatives share many of the same attributes. Why do so many such programs fail and what can be done to improve them? At the industry level, many attempts to introduce radical new technologies such as alternative fuel vehicles exhibit “sizzle and fizzle” behavior. Why, and what can be done to create markets for radical new technologies that are sustainable ecologically and economically? At the level of the economy, does it all add up? If firms are successful in “greening” their operations and products, does it actually move our economy towards sustainability, or simply lead to direct and indirect rebound effects? Technological solutions promoting ecoefficiency and new, sustainable industries, while necessary, are not sufficient: as long as everyone wants more, there is no technical solution to the problem. Where, then, are the high leverage points to implement successful change programs in existing organizations, create new industries, address overconsumption and transform personal values?