The intrinsic characteristics of the Framework for Strategic Sustainable Development (FSSD) make it useful in moving society towards sustainability. However, most of the change agents who work with the FSSD report that it is not diffused widely enough to have a systemic impact on society. The purpose of the study is to enable those who wish to foster such diffusion to be more effective in their efforts by giving them information they need to strategically plan those efforts. An ‘important factors for diffusion’ lens is constructed from Diffusion of Innovations theory and social marketing concepts, and verified with case studies of the diffusion of Biomimicry 3.8, GRI and Cradle to Cradle. 152 current barriers and enablers to broader diffusion of the FSSD are identified from interviews with 27 practitioners and a survey of 58 additional practitioners. These are scored against the lens to determine the current diffusibility of the FSSD, then distilled and influence flows between them mapped, to identify seven leverage points for broader diffusion. Interrelations between these leverage points, as well as other emergent themes, are discussed, conclusions are drawn, and further research suggested. / <p>irena.efrem@gmail.com; sijme@sijme.com; scott@notutopia.com</p>

In order for Japanese companies to move strategically towards sustainability, it is necessary to identify and understand the national and organizational factors that can hinder or facilitate this organizational shift. Literature reviews, workshops with a Japanese company, questionnaires, and interviews were conducted in order to identify these factors. The results showed that there are many common sustainability barriers between Japan and ‘western’ countries. In addition, there are some Distinctive Cultural Characteristics (DCCs) specific to Japan that have a significant impact on the success of an organization that wants to move towards sustainability. According to the findings, suggestions for sustainability practitioners are provided, which involve understanding the barriers and taking advantage of the DCCs in order to help the Japanese companies to move towards sustainability more effectively.

This report is aimed at exploring what a Small Island Developing State (SIDS) would need to do in order to strategically use the Mauritius Strategy (MSI) to move their country towards sustainability as defined by the four principles of sustainability. Interviews were conducted with users and experts on the MSI representing various sectors such as governments, intergovernmental organisations and non-governmental organisations. These interviews were combined with document content analysis of key texts in order to identify strengths and necessary improvements of the MSI. A potential "ideal use" of the MSI was created by combining its current strengths and the Framework for Strategic Sustainable Development. This was then compared with the current reality of MSI usage, and gaps between the two were identified. Recommendations were given based on these gaps and on the improvements pointed out in the interviews in order to form a process through which a SIDS government could use the MSI to reach full sustainability.

This thesis examines approaches consultants use to assist organizational leaders in moving strategically towards sustainability. The Framework for Strategic Sustainable Development (FSSD), is examined to understand how one can overcome and address the complex challenges that consultants face in assisting leaders to develop appropriate leadership skills and sustainability knowledge that will allow them to lead their organizations strategically towards sustainability. Two consulting firms located in London are reviewed. From this research, an ideal way of using the FSSD called the Strategic Leadership Training Framework (SLTF) is proposed as a tool to guide and supplement current approaches used by consulting firms to improve their leadership training programs. A gap analysis compares the SLTF and the current approaches used by consultants. The SLTF can be used as a tool to assist consultants to find the gaps between the approaches they use and the SLTF. Finally, emotional intelligence and a definition of sustainability are found to be a key factor for a leader to be successful when moving their organization strategically towards sustainability.

Society is facing a great sustainability challenge, where the design of its social systems has made it increasingly difficult for the planet to support humanity. Given the complexity of the sustainability challenge, the planet requires a shift in the way society is organised and a commitment to sustainability from individuals and communities. This thesis explores how neighbourhood hubs can serve as a platform to engage individuals to take an active participatory role in their community. Neighbourhood hubs are defined as: a fixed physical gathering place which intentionally brings people together to carry out services, activities, programs and events that serve the local community. This research sought to uncover the dynamic and engaging characteristics of neighbourhood hubs that attract participants as well as the benefits of hubs to the local community in the form of community capitals. By combining the approach of Strategic Sustainable Development with the engaging characteristics of hubs, this thesis provides a planning tool to help hubs work towards their vision and move society towards sustainability. Neighbourhood hubs are found to be an effective and inspiring way for communities to move towards a vibrant and sustainable future. / <p>carlygurr@gmail.com; adrienne.mccurdy@gmail.com; sarahrose.robert@gmail.com</p>

The awareness of the unsustainable path we are heading and the pressing need to act has been growing for the last few decades. Organisations, in particular corporations, play an important role in the necessary changes and they are increasingly being obliged by a growing range of stakeholders to play a positive part in society as corporate citizens. This has led to the current proliferation of initiatives and standards on Corporate Social Responsibility (CSR) and has created confusion and misunderstanding about what is a strategic corporate responsibility approach. We found that current CSR lacks principles of sustainability and a universal ethical guideline. This paper argues that current CSR can be made strategic by considering a scientifically relevant whole systems approach of sustainability as its fundamental objective. We present some implementation guidelines for CSR based on principles of sustainability and on the universal ethical principle of non-harm. Analysis of selected organisations in Brazil and Malaysia using the proposed guidelines provided recommendations and insights on how these organisations can contribute towards a sustainable society.

Human society is currently designed based on linear patterns, without concern for and interactions with the biosphere. The natural world works in cycles, and in order to interact with these systems in a sustainable way, the redesign of human society according to the paradigm of cyclical thinking is required. This paper explores the synthesis and synergies between the cradle-to-cradle concept and a Framework for Strategic Sustainable Development in the context of sustainable development. The research tests whether Backcasting using Sustainability Principles is supportive to the implementation of the cradle-to-cradle concept and draws on relevant literature as well as interviews with experts. Based upon this research a process tool is designed and tested within a case study. Results indicate that, when backcasting using sustainability principles, principles for design and principles for decision-making provide synergistic characteristics in the process of implementation. Inspiring design principles, such as the ones suggested by the cradle-to-cradle concept, provide powerful engagement for a social learning process that works towards sustainable development. A structured decision-making process based on backcasting using sustainability principles provides the constraints and criteria for robust decision-making along the journey.

Major global problems, manifested by climate change and social inequality, reinforce the need for a societal shift towards sustainable practices. This transition requires new approaches in the future design of society. The current energy system, based on fossil fuels and centralized infrastructure is a key contributor to many of the socio-ecological issues related to the sustainability challenge. The intent of this research is to examine renewable energy cooperatives as an alternative to minimize the negative impacts of the current energy system. Using a Strategic Sustainable Development (SSD) approach with a Resilience Attribute Framework, this research explored the presence of resilience attributes (Trust, Diversity, Learning and Self-organization) and sustainability behavior in renewable energy cooperatives. The research then explored, through interview and surveys, the perceived impacts that these cooperatives had on the resilience and sustainability behavior of the wider community. Findings showed that energy cooperatives displayed high levels of the resilience through the attributes of: - Trust: due to non-profit status, ownership structure, localisation and shared values - Diversity: due to member and service diversity - Learning: through collaboration, diverse member knowledge and participation - Self-organization: due to cooperative development, leadership and outcomes (infrastructure and energy knowledge). This study showed that renewable energy cooperatives have numerous impacts on their community however; there were no significant evidence to suggest energy cooperatives transferred their high levels of social resilience to the community.

While many organisations, including business and civil society, have recognized the imperative of sustainable development, without structural changes to an organisations’ governance system, sustained change is impeded. The Natural Step (TNS) Social Template is hereby expanded to guide organisations to develop systems for decision-making, information generation and distribution, and resource allocation that allows for, rather than inhibits, change capacity. A systemic approach to organisational development that does not undermine the capacity of their members to meet their needs can contribute to increased productivity, member engagement and commitment, and drive the innovation necessary for altering our complex, dynamic social-ecological systems in alignment with sustainability. Our research explores the internal factors that may create barriers to organisational change and sustainability. In addition, we synthesise basic human needs, systems’ science, and organisational change research into concrete guidelines for strategic sustainable development within the TNS Social Template framework. We aim to provide an integrated approach for internal social sustainability and strategic planning for improved governance systems. / <p>Contact for more information: olersmarie@hotmail.com geneva.rae@ualberta.net julia.smolyaninoa@hotmail.com</p>

Impact investors, seeking financial returns from investments that actively create social or environmental value, use a process known as due diligence to vet incoming investment opportunities. Some industry-wide tools have come to aid investors in this task. Existing metrics are not sufficient to assess the environmental performance of investee companies, the result of which is an allocation of increasing investment dollars into ventures and industries that are not operating within the limits of the socio-ecological systems upon which society depends. This paper proposes the creation of an investor toolkit that would allow users to effectively integrate the principles of strategic sustainable development (SSD) into the due diligence process. Such a toolkit would explain how current due diligence support tools could be used to construct comprehensive sustainability analyses of potential investments. The proposed toolkit was conceived after interviews with impact investors, social entrepreneurs, and industry experts. The research findings confirm a need for investors to use a strategic understanding of sustainability during the due diligence process, in order to increase portfolio value over time.