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How to collectively move to a sustainable future

How to collectively move to a sustainable future

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How to collectively move to a sustainable future

Sustainability is complex. In fact, it is so complex that there is no single universally agreed definition for sustainability[1]. Sustainability can be seen as an opportunity or as a problem. For the purpose of this blog, we are going to focus on sustainability as a complex problem.

In literature, a complex problem is referred to as an ill-structured problem[2], a mess[3] or a wicked problem[4–6]. A complex problem is a problem that is unstructured, it comprises of many uncertainties and associated risks and it does not have a solution. When starting to talk about the problem you also soon realise that people have many different viewpoints about this problem, and the problem soon becomes a problem intertwined in many other problems. Think about a tangled threat of rope: where does one start to detangle the knot? Also, if you start with the wrong piece of rope, you can easily worsen the situation, creating unintended consequences.

Here are a few examples of global complex sustainability topics:


  • Equality for everyone
  • A fair governance system with no corruption
  • Securing a just transition to a low carbon economy
  • Creating an effective education system
  • Affordable and reliable electricity supply
  • Gender based violence

These sustainability topics are all incorporated in various frameworks for sustainable development.

The agreed definition, established in 1987, for sustainable development is development that:


“meets the needs of the present without comprising the ability of future generations to meet their own needs”. [7]

Since 1987, sustainable development has been presented as the Economic, Social and Environment dimensions and the Millennium Development Goals of 2000[8]. For this discussion, we would like to focus on two frameworks for sustainable development.


The first framework is the United Nations Sustainable Development Goals (SDGs) developed in 2015[9] which comprises of 17 integrated and indivisible goals and 169 associated targets.

The SDGs aim to collectively work towards building a better future for all people through the three dimensions of sustainable development: the economic, social and environmental.

The second sustainability framework is the Environmental, Social and Governance (ESG) reporting framework[10], which stems from signatories to the UN Principles for Responsible Investment which committed to incorporating ESG issues into their investment analysis and ownership policies and practices in 2006. Today ESG reporting has been adopted and is incorporated in many organisations’ annual integrated reporting. Integrated reporting is a listing requirement on various stock exchanges around the world.


Also, a move towards responsible investing is becoming more prominent. Some examples of ESG focus areas are as follows:

Evident with both these frameworks for sustainable development is the interconnectedness between the different focus areas or goals. For example, reducing carbon emissions through the implementation of renewable technologies, such as wind turbines, will have an impact on many other aspects. Erecting wind turbines will have an environmental- and land use impact that needs to be determined. The project can also have a socio-economic impact on the communities in the area in terms of job creation and shared value. The point is; all these connections need to be mapped out to understand the complexity. For project success, these complexities need to be managed efficiently from the start with effective communication, stakeholder participation and change management.


How do one deal with these complex sustainability problems?


To deal with complex sustainability problems, we need an approach that is based on a future conscious mindset, build on the following principles:


  • Acknowledge sustainability as a complex issue and provide the tools to better structure, understand, and manage the complexity of the environmental, social and governance problems an organisation faces.
  • Explore participants’ mental models and facilitate self-discovery to understand what needs to be unlearned for sustainable transformation.
  • Facilitate the co-creation and design of new systems, by incorporating both internal and external perspectives and worldviews.
  • Accept that the future is uncertain, and that continuous experimentation and adaptation are required for an organisation to stay relevant and resilient.


At 4Xcellence Solutions we want to learn from the past and we are excited to be part of a growing movement of future conscious organisations. We specialise in facilitating the journey of dealing with the complex sustainability problems of our time, using an approach for systemic transformations. Our approach, Explore Design & Adapt for Sustainability (EDAS) is based on the research of systems thinking, complexity and decision analysis [11] as well as many years of experience in the fields of business improvement, strategy development, strategy execution and innovation.

For more information about our services and events, visit our LinkedIn page.

Something about the author:

Elaine Fouché holds a PhD in Industrial Engineering specialising in complex decision-making applied to sustainability. She has 18 years' experience in the mining and manufacturing industry. She joined 4Xcellence Solutions as Management Consultant in 2014.

Key competencies are:

  • Strategy development, execution and tracking;
  • Business improvement processes;
  • Complex problem structuring and systems thinking;
  • Facilitating, lecturing and research.

References

1. Youmatter Sustainability – What is it? Definition, principles and examples Available online: https://youmatter.world/en/definition/definitions-sustainability-definition-examples-principles/ (accessed on Apr 29, 2021).

2. Simon, H.A. The structure of ill structured problems. Artif. Intell. 1973, 4, 181–201.

3. Ackoff, R.L. The art and science of mess management. Interfaces (Providence). 1981, 11, 20–26.

4. Churchman, C.W. Wicked problems. Manage. Sci. 1967, 14, 141–142.

5. Wong, E. What is a wicked problem and how can you solve it? Available online: https://www.interaction-design.org/literature/article/wicked-problems-5-steps-to-help-you-tackle-wicked-problems-by-combining-systems-thinking-with-agile-methodology (accessed on Apr 29, 2021).

6. Couglan, P.; de Almeida Kumlien, A.C. Wicked problems and how to solve them. Available online: https://theconversation.com/wicked-problems-and-how-to-solve-them-100047 (accessed on Apr 29, 2021).

7. Brundtland, G. Report on the World Commission on Environment and Development: Our common future. World Comm. Environ. Dev. 1987, 1–300.

8. SDG Fund From MDGs to SDGs Available online: https://www.sdgfund.org/mdgs-sdgs (accessed on May 11, 2021).

9. United Nations Sustainable development goals: The 17 goals Available online: https://sdgs.un.org/goals (accessed on Apr 29, 2021).

10. Chen, J. Environmental, social, and governance (ESG) criteria Available online: https://www.investopedia.com/terms/e/environmental-social-and-governance-esg-criteria.asp (accessed on Apr 29, 2021).

11. Fouché, E. Development of a participatory planning approach for energy sustainability at a local government level, University of Stellenbosch: Stellenbosch, 2020.

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