Your Green Review

It’s hard to advocate for change within any group. Period. Navigating the waters of corporate hesitation when trying to introduce ‘Green’ initiatives can be a difficult task, compounded by the fact that many organizations are reluctant to invest time or money in new programs during an economic downturn. Understanding how new ideas circulate within an organization can guide next steps and help to overcome current and future obstacles.

Cue the theory of innovation-diffusion which, in the context of ‘sustainability at work’, is receiving a breath of fresh air thanks in large part to Alan AtKisson’s work and both The Northwest Earth Institute (Oregon) and Simply Living (central Ohio) whose efforts are transforming communities across the nation.

The Theory at Work:

Suppose you want to start a new composting program at work. Although composting has been in practice for hundreds, if not thousands of years, it is an entirely new concept within this environment and your proposition is being met with resistance. As the promoter of this idea, you may be viewed as idealistic or even unrealistic despite the fact that composting is neither new nor eccentric. But so goes the life of an Innovator; your fundamental job is to empower the group with the value of your vision.

Now imagine that your organization as an amoeba and the individuals within your organization as the particles that allow the organism to move from one place to another. As an amoeba, your work place does not make sudden jumps into new territory; instead, it stretches a potion of itself (the Pseudopod) out to test new waters and, if it finds the environment accommodating, gradually pulls the rest of itself along.

You are the Pseudopod, or the ‘Innovator’ who envisions this movement and must persuade the rest of the group to follow. Right behind the you are the Change Agents who tend to take on leadership roles and be receptive to new ideas; these are the individuals who will actively promote the value of your idea and disseminate your innovation to the masses. Following the Agents are the Transformers (early adopters), the Mainstreamers (the majority) and finally the Unwilling Laggards or ‘late adopters’.  Luckily, these individuals are in the minority and if you already have a team mobilized and positioned behind your idea Laggards likely won’t have a huge impact as you move ahead.

New ideas tend to spread slowly but once 5-15% of the population has adopted the innovation the transition itself becomes self-sustaining and difficult to reverse. Eventually, the process reaches a saturation point where all who are going to adopt the behavior have already done so. You may come across counter-innovators who resist the innovation due to vested interest in the status quo or are simply averse to change in general.

When trying to build the support of that first 5-15% keep in mind the theory of Innovation-Diffusion and ask yourself a few questions:

• What are the advantages of your innovation over the status quo and how can you demonstrate them?

• How compatible is this new innovation with your organization?

• Can this innovation be implemented on a trial basis?

• Are the results and benefits of your innovation visible or can you create visible benefits?

As you move ahead remember that attitudes, just like changes, don’t always move in a completely linear fashion. Some people (Innovators included) may waiver or sidestep from time to time; holding on to good ideas in light of cultural resistance takes patience, perseverance and understanding. Keep your vision in mind and feet on the pavement. After all, “A journey of a thousand miles begins with a single step”.