Sustainable Teams: Connecting Voices of Change

SustainableTeams supports organizations to improve their social and environmental impact through social networks.

Corporate Social Responsibility: needed or bad?

Aneel Karnani writes in The Case Against Corporate Social Responsibility (MIT Sloan Management Review):

[I]n cases where private profits and public interests are aligned, the idea of corporate social responsibility is irrelevant: Companies that simply do everything they can to boost profits will end up increasing social welfare. In circumstances in which profits and social welfare are in direct opposition, an appeal to corporate social responsibility will almost always be ineffective, because executives are unlikely to act voluntarily in the public interest and against shareholder interests.

Irrelevant or ineffective, take your pick.

As many of the commenters of the post point out this argumentation provides an excuse for corporations to do nothing rather than a constructive proposal forward to aligning social problems with entrepreneurial interests wherever possible.

The role of companies in addressing society’s problems is presented as a black and white issue: profit interests are either aligned with or contrary to social welfare. But why are profit and public interests aligned in some cases and in others not? Is it just a matter of waiting for sufficient consumer demand to create viable markets, or do we not rather have to ask how demand is created? It is as if markets appear out of nothing and sometimes are aligned with and sometimes contrary to public welfare; as if no marketing campaign has ever been successful to influence people’s shopping behavior. Executives and shareholders seem to live in a world that is separate from that of consumers and just wait for the latter to express new desires to fulfill.

And why should consumers not prefer products and services produced in ways that do not risk the lives of employees?  Why should consumers not want products that do not harm ecosystems, biodiversity, or the livelihoods of people (e.g. fishermen after the BP spill in the Gulf of Mexico)? Does it really all just boil down to financial cost and return as Karnani suggests?

He writes: “Executives are hired to maximize profits; that is their responsibility to their company’s shareholders.” Why do we assume that shareholders now and always will want to maximize short-term financial return? Is it (short term financial gain) inscribed into our genes, so that we cannot possibly place other goals above it? What about the growing investments in green and socially responsible companies where return is still lower than in many companies without such goals? What about people paying premiums for products and services they could get cheaper but at the expense of workers, the environment, or their own health?

Besides, who decided that executives are only hired to maximize profits? I found (interestingly, on the same page under related articles) a post from 2002 called Beyond Selfishness by Mintzberg, Simons and Basu. The post describes how corporate executives themselves moved in the mid 1990s from a view that corporations had economic and social responsibilities to one that made maximum return and “the shareholders the bottomline”.

The point is not that large corporations can or should be the ones solving all our problems, but that they, too, shape societal consensus and norms just like any other actor – and probably more than most given their financial strength and ubiquity. Companies, especially popular brands, do have the power to influence consumer behavior and thus demand. In this sense, CSR initiatives can play an important role in pushing the boundaries of consumers and shareholders towards more long-term thinking and sustainability. This in turn can create new markets and drive new types of investments. And even greenwashing can have positive effects: a company that publicly states goals to reduce emissions or to treat workers better (even with no intention to comply), can more easily be held accountable for (and shamed into) reaching them by others.

Mintzberg et al. write “that concern for others is [not] suddenly going to replace self-interest, but that there has to be a balance between the two.”

I believe that to achieve this balance is neither the responsibility of “the government”, nor of civil society organizations, nor of “the corporation” alone, it is the responsibility of all citizens… consumers, employees, activists, shareholders and executives alike.

Filed under: leadership, sustainability

Listen, learn and think outside the box to find opportunities

Just found this short presentation via @RTGit:

Paul Pollack‘s advice to find solutions for social problems:

  1. Go, where the action is.
  2. Talk to the people who have the problem and really listen to what they have to say
  3. Learn everything about the specific context of the problem.

Filed under: entrepreneurship, leadership,

Giving the Commons a Voice!

Silke Helfrich and a few other German commoners have drafted a Commons Manifesto that explains the importance of the commons for the well-being of us and our societies. The manifesto also calls all of us to assume our responsibility and protect and nurture the commons:

Commons inspire and connect. To take them into account requires a fundamentally different approach in perception and action. Commons are based on communities that set their own rules and cultivate their skills and values. Based on these always-evolving, conflict-ridden processes, communities integrate themselves into the bigger picture. In a culture of commons, inclusion is more important than exclusion, cooperation more important than competition, autonomy more important than control. Rejecting the monopolization of information, wealth, and power gives rise to diversity again and again. Nature appears as a common wealth that must be carefully stewarded, and not an ever-available property to be exploited.

Read the full Manifesto in English (Strengthen the Commons: Now!)German (Streiten für Gemeingüter: Jetzt!), and Spanish (Fortalecer los Bienes Comunes: Ahora!).

Filed under: commons, leadership, ,

Change the paradigm

A couple of days ago I went to a seminar by Leonardo Boff, a leading figure in the liberation theology movement and recipient of the Alternative Nobel “Right Livelihood Award” in 2001. He now thinks and writes about ecology and spirituality and calls for a paradigm shift for humanity to find back to living with nature instead of just using it.

His talk was very inspiring and underlined the need for an approach that is not just rebuilding our economic system, but that changes some fundamental characteristics of it. Given the extractive logic of the “maximize profit” model, an interesting comparison he made stuck in my head:

[Economic] growth behaves like cancer cells. They grow and grow until they have destroyed the whole body.

Filed under: leadership, lifestyle, sustainability,

Sustainability is the better business model

Amazing case for sustainability in business on TED.

Ray Anderson tells the story of how he set out to change the economic model that governed his company Interface (and still governs most businesses).

The dominant industrial model is extractive, linear (take – make – waste), abusive, focused on labor productivity, dependent on fossil fuels. In this model environmental impact (I) is generated by people (P), what they consume (their affluence – A) and how it is produce (the technology – T). Paul and Anne Ehrlich summarized this as:

I = P x A x T

Realizing that he had the power over the way his products are made, Ray started working since 1995 to change that formula for Interface to

I = (P x A)/T, so that technology decreases the impact instead of multiplying it.

Towards the end of his talk he then goes a step further to advocate that affluence expressed by a capital A denotes an end in itself, and should instead be a small ‘a’ that is a means for happiness, thus changing the formula to

I = (P x a)/(T2 x H)

Great vision! Watch the video to hear the numbers of how this model made his company not only reduce a lot of its impact (they aim for 0 impact by 2020) but also much more competitive.

Filed under: entrepreneurship, leadership, sustainability

Why don’t we ask more questions?

Very much in line with the quote by Martin von Hildebrand I posted a couple of days ago:

Too often in most businesses asking questions seems intrusive, as if you are trying to catch someone off guard or perhaps suspect they haven’t done their homework. That’s too bad, because far too many questions go unasked, and because of that far too many assumptions go unchallenged and far too many half-baked ideas are implemented.

via Thinking Faster: Asking the right questions.

Thanks to Martin (aka frogpond) for pointing me to this post.

Filed under: change management, leadership,

How to reach sustainable outcomes

Don’t go in with the answers. Answers need to be built with the people, even if they are not the answers you expected, and even if it’s not the best one.

via Martin von Hildebrand – Fundación Gaia Amazonas — Social Edge.

Filed under: collective action, leadership, sustainability,

Blogging for a cause: Don’t forget the small less visible non-profits

This blog post is part of Zemanta’s Blogging For a Cause campaign to raise awareness and funds for worthy causes that bloggers care about.

I know, I am too late for the campaign (it ended on June 6), but I still want to talk about a small NGO here in Belo Horizonte. It exemplifies a lot of small projects and programs that have an enormously positive impact on people’s lives but that are not visible global campaigns or may not even have a web presence.

Programa Pólos Reprodutores de Citadania is a small non-profit managed by the legal faculty of the Federal University of Minas Gerais and allows students to help favela (shanty town) inhabitants in Belo Horizonte and poor communities in the North of the state of Minas Gerais through action research. The work includes conflict mediation, psychological support for victims of violence, land tenure regularization and more building bridges between the different social strata that are very divided in Brazil.

If you know Portuguese you can find out more reading the initial project document.

Filed under: collaboration, leadership, networks

Communicate. Better.

no comment…

Filed under: collaboration, leadership,

Leading and being lead

Holger posted a summary of a presentation on Unfolding Individual & Collective Potential in Corporations by Jascha Rohr (@jaschrohr) at the Berlin Hub: We are in the middle of a process of accelerating change that will redefine much of our lives and Jascha’s presentation looked at the implications of this change for organizations. The new type of organization he sees emerging is one in which, “everybody can and will lead and everybody can and will follow in different phases.

In a post reviewing a new book called Herd, Sean Howard asks why we focus on the so-called influencers or celebrities as role models and leaders instead of realizing that “the reality is we follow the majority and we follow our friends.”  Holger cites an article on Swarm Theory to show that there may be no leaders, but each bee simply copies the behavior of the neighbor. And as Sean writes: “[F]rom this simple copying emerge complex systems or ecologies of behavior.”

Along the same logic, Lewis Wolpert, Emeritus Professor in Cell and Developmental Biology at UCL, insists in the BBC’s The Forum,  that cells do just fine without a command structure, suggesting this seemingly chaotic principle of organizing does not just apply to bee or ant colonies, or human herds, but that it is the fundamental principle of building any complex system, including human beings.

Does this mean that anyone can be the leader at different times, or that there are simply no leaders?

Filed under: collective action, leadership, nature, Uncategorized,

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