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Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture

Published online by Cambridge University Press:  22 January 2016

Keith Davis  and
Mark Boulet
Keith Davis*
Affiliation:
Wannon Water Corporation, Warrnambool, Victoria, Australia
Mark Boulet
Affiliation:
Monash Sustainability Institute, Monash University, Melbourne, Victoria, Australia
*
Address for correspondence: Keith Davis, Wannon Water Corporation, PO Box 1158, Warrnambool VIC 3280, Australia. Email: [email protected]
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Abstract

Training employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of transformative learning and Schein's organisational culture framework, this study considers the training program's impact on both participants and organisational sustainability culture. While transformative learning impacts for participants were identified, questions remain as to the overall impact of the program on the organisation's sustainability culture. Considering training participants as ‘seeds of influence’ as opposed to wholly responsible for organisational culture might provide new perspectives to these questions.

Type
Feature Articles
Information
Australian Journal of Environmental Education , Volume 32 , Issue 1: 18th AAEE Biennial Conference - Sustainability, Smart Strategies for the 21st Century , March 2016 , pp. 109 - 123
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Copyright
Copyright © The Author(s) 2016 

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