Last week, I was happy to present as part of a CoreNet summit SNAP session under the “social dynamics” theme.
Without any coordination whatsoever, the other presenters and I touched some of the same themes for how to address the social part of big change programs! And the room (which was packed full) seemed appreciative of the concepts, such as:
– Make sure you use multi-pronged strategies for both the technical and the human aspects of programs. In my part of the session, I talked about how using data from an energy audit can be a big turnoff in Japan, where identifying performance improvement opportunities can be perceived as a negative judgement on the current staff.
– Account for local differences in systems and structures such as generational preferences and job duties among staff. In a project we did with a global software company, we’ve seen in Europe that many facilities are managed by office managers, whereas their US facilities are managed by staff with more engineering experience who can do more green building upgrades on their own.
Research has shown that local attitudes about climate change and energy efficiency — and whose responsibility it is to do something about it — vary around the world. The more you understand your stakeholders and their experiences before you deploy your program, the higher your chances you’ll pick the right strategy.