Making Sense of Carbon Neutrality: Diagnosis for Change in UN-China

1 Making Sense of Carbon Neutrality: Diagnosis for Change in UN-China. A case study. (Pre-Change Sensemaking Audit) By Andrea De Angelis Student ID 15023616 A DISSERTATION Submitted to The University of Liverpool in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION 2010 Cover-Page 2 3 4 5 Manmanā bhava madbhakto madyājī māṃ namaskuru mām evaiṣyasi satyaṃ te pratijā ne priyosi me sarvadharmān parityajya mām ekaṃ śaraṇaṃ vraja ahaṃ tvā sarvapāpebhyo mokṣyayiṣyāmi mā śucaḥ (GITA, 18; 65,66) From Bhagavad Gita 6 7 MAKING SENSE OF CARBON NEUTRALITY Diagnosis for Change in UN-China. A case study. (Pre-Change Sensemaking Audit) Total footprint: 553.54 tonnes CO2e Staff numbers: 65 Floor area: 2428 m2 Heating46%Flights28%Refrigeration and air-conditioning5%Purchased electricity18%Vehicles2%Public transport1% 8 9 Making Sense of Carbon Neutrality: Diagnosis for Change in UN-China. A case study. (Pre-Change Sensemaking Audit) By Andrea De Angelis Student ID 15023616 A DISSERTATION Submitted to The University of Liverpool in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION 2010 10 A Dissertation entitled: Making Sense of Carbon Neutrality: Diagnosis for Change in UN-China. A case study. (Pre-Change Sensemaking Audit) By Andrea De Angelis We hereby certify that this Dissertation submitted by Andrea De Angelis conforms to acceptable standards, and as such is fully adequate in scope and quality. It is therefore approved as the fulfillment of the Dissertation requirements for the degree of Master of Business Administration. Approved: Stefania Paladini Date 28.8.2010 The University of Liverpool 2010 11 12 CERTIFICATION STATEMENT I hereby certify that this paper constitutes my own product, that where the language of others is set forth, quotation marks so indicate, and that appropriate credit is given where I have used the language, ideas, expressions or writings of another. Signed Andrea De Angelis 13 Abstract Through the very ―pragmatic‖ pretext to ―make sense‖ of the shift to Carbon Neutrality in UN China, this study has mainly aimed to implement a pre-change audit of readiness to change in UN China. The study has utilized a triangulation methodology -quantitative and qualitative instruments – to realize an assessment of readiness to the changes induced by Carbon Neutrality in UN China. An Exploratory Factor Analysis (EFA) has processed the answers to a questionnaire aimed to assess and measure the UN China staff readiness to change. The questionnaire has focused on the change towards Carbon Neutrality under the 3 dimensions of Context, Content and Individual perceptions to change. The EFA and the descriptive statistical outcomes have been then interpreted through the interviews to 13 leaders of UN agencies in China in order to give answers to the fourth organizational dimension of change: the Process. The pre-change audit has seemed a necessary step to advance on the Carbon Neutrality pathway in UN China, as required by UN Environmental Management Team. The driving theoretical force to the study was the exploration of opportunities of integration between two Organizational Change models (or images): Organization Development (OD, coach) and Sensemaking (SM, interpreter). The study has provided supportive evidence to a useful integration between OD and SM theoretical models, as qualified to reveal an insightful assessment of the factors underlying the emergent ―ceaseless sea of change‖ occurring in an organization. The study has demonstrated that SM can make use of quantitative methods, though always combined with qualitative ones, so far distinctive of Sensemaking. A tangible result of the study, is the quantitative demonstration of Weick‘s insights, theorizing the existence of 4 factors -Direction, Updating, Dialogue and Animation – 14 as SM foundations to a successful organizational change. EFA is able to identify them and to make them visible. Another outcome is the quantitative demonstration that the SM drivers of successful change cannot be limited to 4; the fifth, drawn by OD model, being the appropriateness. Appropriateness in a pre-change audit is the SM Plausibility of change, the individual, and non-accurate, perception that a change can be successful. The quantitative results of the study corroborate the opportunity for individual appropriateness being interpreted ―as‖ an organizational perception. Through pragmatic insights, the research explores the differences between planned and emergent change, and shows how the SM emergent change is mainly driven by the updating-factor, and how the direction-factor is linked appropriately to the planned change. In conclusion, the study and its methodology identify a numbers of opportunities for further developments to confirm the validity of its outputs. In particular the means referred to the 5 SM factors identified will give the UN Senior Management in UN China more opportunities to elaborate appropriate strategies to implement in the future a Carbon Neutrality Strategy, aimed to reinforce dialogue and to trigger more animation in a one-UN perspective. 15 OUTLINES Abstract 4 -Outlines of Annexes and Appendix (and guidelines of files attached) 9 -List of Figures, Graphs, Tables 10 -Acknowledgements 14 1. Aim of the Dissertation 17 1.1. Narrative of the Research 1.2. Making Sense of Carbon Neutrality 2. Literature review 21 2.1. Introduction 2.2. Mapping Managing Organizational Change 2.2.1. Images of Organizational Change 2.2.2. Coach Image 2.2.2.1. OD Approach: Diagnosis for Change, Resistance and Readiness to Change 2.2.2.2. Environmental Pressures: Change towards Sustainability 2.2.3. The Interpreter image 2.3 Sensemaking and Organizational Change 2.3.1 Making sense of Sensemaking: SM as change of paradigm for Organizational Change 2.3.2. SM between Paradigms and Change: Organization as a field for SM 2.3.3. From Planned Change to Emergent change 2.3.3.1. A new theory of intervention 2.3.3.2.The removal of the Assumption of Inertia 2.3.3.3. The removal of the Assumption of Programmatic change: 4 SM conditions to produce change 2.4. Carbon Neutrality and Organizational Change 2.4.1. The broader Cultural Context: Carbon Neutrality as a target of Sustainability Processes 2.4.2. What is Carbon Neutrality: Literature Review 2.4.3. Making Sense of CN: target, pretext, technological output 2.4.3.1. Towards a Strategic definition of CN 2.5. A Narrative on UN and Organizational Change 2.6. UN Carbon Neutrality between Planned and Emergent Change 2.7. Conclusion 3. Methodology 60 3.1. The field of Research 3.1.1. The UN-iverse of the Research 3.1.2. The Role of Researcher 16 3.2. Analytical Framework 3.3. Data generation techniques 3.3.1. Triangulation 3.3.2. Methodology of Quantitative Research 3.3.2.1 The choice of the use of a questionnaire for a SM research 3.3.2.2. Readiness to Change as a ―bridge of sense‖ to a SM model 3.3.2.3. Questionnaire Preparatory phase 3.3.2.3.1.A.Items Selection and Development between Themes and Factors Readiness to change Openness to change Other OD variables used 3.3.2.3.2.B.Items examination and elaboration 3.3.2.3.3.C.The shift to SM-model items 3.3.2.4. Administration of questionnaire 3.3.2.4.1.Questionnaire 3.3.2.4.2.Trial 3.3.2.4.3 Items‘ reduction 3.3.2.4.4.The final shape of the questionnaire 3.3.2.5.The submission of questionnaire 3.4 Data Analysis 3.4.1. Descriptive statistics 3.4.2. Cronbach‘s Alpha 3.4.2. Exploratory Factor Analysis 3.5. Methodology of Qualitative Research 3.6. Trustworthiness of the Method 3.7. Ethics and Confidentiality 4. Presentation of Results 86 4.1. Descriptive statistics 4.1.1.Participants: Demographic, Change, Working questions (DCW) 4.1.2.Means of OD Model 4.1.2.1.Ranking of Means and Means of the whole Survey 4.1.2.2.OD Variables means 4.1.2.3.The other factors 4.2. Exploratory Factor Analysis (EFA) 4.2.1. OD Model 4.2.1.1.Readiness 4.2.1.2.Cronbach‘s Alpha (CA) and Average in Means of Variables 4.2.1.2.1.Readiness 4.2.1.2.2.Other OD Variables 4.2.1.3.EFA on Readiness repeated 4.2.2.Combining OD & SM Model 4.2.2.1.Two EFA 60 & 52 items 4.2.2.2.Integration of SM & OD Models 17 a) SM model combined with Readiness to Change b) SM factors identified 4.2.2.3.Final SM model EFAs a) 2 SM model EFA with 28 and 34 items b) Core-items of SM model c) Integration of SM model Core-items with OD model labeling 5. Analysis of Data 114 5.1.Exploring the field: Descriptive Statistics and EFA Narrative 5.1.1.Introduction 5.1.2.Descriptive Statistics 5.1.2.1.General Analysis of Means 5.1.2.2.Beyond CN as and emergent change 5.1.3.OD Variables Means & OD Model EFA 5.1.4.EFA combining SM and OD Models SM model combined with Readiness to Change 5.1.4.A change of paradigm: SM model EFA Appropriateness as plausibility Consistency of the 5 SM factors identified 5.2.Development of SM analysis 5.3.Analytical Framework: an ex-post crossing-cutting OD and SM models 5.3.1.Content of Change Direction Updating 5.2.2. Context of Change Dialogue Animation 5.3.3. Individuals Appropriateness 5.3.4.Change Process, Strategic Management interviews 5.4.A synthetic Sensemaking of CN 5.5.CN & CSR 5.6.CN as a planned and emergent change 5.7.The added value of SM 6.Conclusions and Recommendation 136 6.1.Premise to the conclusions 6.2.Answers to the Research‘s Questions References 140 Abbreviations and Acronyms used 150 18 ANNEXES and Appendices 155 Main Annex to Chapter 5 -A plausible Narrative on the fourth dimension of change: the Process (Interviews) Annex to chapter 1 Annex to chapter 2 Annex to chapter 3 3.2.1. Towards a SM Analytical Framework of the Research 3.2.2. Analytical Framework of the Research 2. Implicit Boundaries of the Research: Why Coach and Interpreter Image? 2.1. Boundaries at excludendum 2.2. Boundaries at includendum 2.3. Boundaries of the research: Conclusions 2.4. Theory Beyond this Research, SM and a new code of change: towards the High Reliability Organizations (HRO) Annex to chapter 4 Remaining of Annex to chapter 5 Appendix on Interviews (Documents and Transcriptions) Appendix 1 -INTERVIEWS PREPARATION AND TRANSCRIPTIONS.docx Appendix 2 -EFA and Cronbach‘s main calculations.docx Files and Outlines of ANNEXES and Appendix (and guidelines of files attached) Excel file 1 Appendix 5 -Matrix Questionnaire ready for submission.xls Excel file 2 Appendix 6 -After Survey Questionnaire on CN_ADA 7thjuly.xls Excel file 3 Appendix 7 – Zoomerang Trial results file Excel file 4 Appendix 8 – Gizmo Survey result 19 FIGURES, Graphs and Tables Chapter 1 Tab.1.1.Activities of UN China Climate Neutral Initiative-Source:Author(2010) Chapter 2 TABLES GRAPHS & FIGURES Graph.2.1. The images of Organizational Change Management In blue ink, evidence on “Coach” and “Interpeter” images, that will be reflected in this research-Source: Palmers et al,2009. Graph.2.2.The OD approach features and the Diagnosis of the organizational system-Source:Palmer& Dunford,2008 Graph.2.3. The 4 dimensions of pre-change audit -Source:Holt et al.,2007 Graph.2.4.SM dimensions of strategic management-Source:Steinthorsson& Söderholm,2002 Graph.2.5.Dimensions of Organizational Change: Content, Context, Individuals, Process-Source:Holt, 2009. Graph.2.6.Readiness to change variables-Source:Holt(2007) Graph.2.7.Environmental Pressures to Change-Source:Palmer et al.,2009 fig.2.1.Stages of roadmap to Sustainability-Source:Dunphy et al,2003) Tab.2.1.Comparison episodic change/continuous emergent change-Source:Weick& Quinn, 1999 Fig.2.2.Making sense of a gap-Source:Strom(missing year) Tab.2.2.Planned change Liabilities and Emergent change advantages -Source:Weick,2009,231 Tab.2.3.Characteristics of Planned and Emergent change-Source:Weick,2009:230-231) Tab.2.4.Images of Inertial and non-inertial organizations Source:Weick,2009:233-234 Graph.2.8.The comparison between OD and SM models in their inquiry on Change-Source:Author(2010) Graph.2.9.Four SM Drivers of successful change-Source:Weick,2009,II,235) Graph.2.10. The emerging forces driving sustainability-Source:Dunphy,2003 Graph.2.11.Literature Review of CN: Topics related to this Research (in red ink in the fig.) -Source:Ball et al.,2009 Graph.2.12.Organizational change connected with Carbon Neutrality choices-Source:Author(2010) Graph.2.13.Range of Carbon Neutral Strategies and Real Carbon Footprint-Source:Author(2010) Graph.2.14.Sources of Emission Reduction in the Organization as from UNDP strategy-Source:UNEMG,2010 Fig.2.3.SM Processes leading CSR choices-Source:Basu&Palazzo, 2008 Graph.2.15.Stoddardt’s topics for UN change -Source:Stoddardt,2007 Fig.2.4.The Global emission from Agencies, programmes, funds and other entities of UN-Source:UNEP,2009 Fig.2.5.Analysis of the number of staff in UN, between HQ and the world-Source:UN Report,2006. Fig.2.6.The steep increase in the Peacekeeping mission of UN. Graph.2.16.UN Climate Neutrality Strategy-Source:UNEMG(2007) Chapter 3 TABLES, GRAPHS & FIGURES Tab.3.1.UN China Staff:% National and International, Males and Females-Source:Author(2010) 20 Fig.3.1.UN Facilities in Beijing-Source:UNDP Operation Team(2010) Fig.3.2.UN Premises in Beijing-Source:UNDP Operation Team(2010) Graph.3.1.Analytical Framework 1 of a Diagnosis of UN China change towards Carbon Neutrality-Source:Author(2010) Graph.3.2.Analytical Framework 2-Diagnosis of UN China change towards Carbon Neutrality-Source:Author(2010) Graph.3.3.Context and Content of change linked to the 4 Conditions of SM and emergent Change-Source:Author(2010) Fig.3.3.Sample of Items of Change self Efficacy-Source:Holt,2007 Fig.3.4.Sample of Items of Organizationally beneficial-Source:Holt,2007 Graph.3.4.The whole set of OD Variables -Source:Author(2010) Fig.3.5.Matrix of items (from the final matrix, prepared after the trial) with OD variables-Source:Author(2010) Fig.3.6.Matrix of items (from the final matrix, prepared before the trial) with the 4 additional SM cells-Source:Author(2010) Tab.3.2.Variables and number of items-Source:Author(2010) Tab.3.2.DCW and Open questions-Source:Author(2010) Tab.3. 3.The 8 additional SM items-Source:Author(2010) Tab.3.5.Final Survey – Variable/Items/Questions(excel sheet in appendix)-Source:Author(2010) Tab. 3.6.EFA outcome (part.)-Source:Author(2010) Fig.3.7.Research Design-Source:(White,2000)+author(2010) Fig.3.8.Confidentiality message (see appendix) Chapter 4 TABLES GRAPHS Tab.4.1.Synthetic view on respondents-Source:Author(2010) Graph.4.1.Educational Background-Source:Author(2010) Graph.4.2.Educational level-Source:Author(2010) Graph.4.3.Gender-Balance-Source:Author(2010) Graph.4.4.National-International-Source:Author(2010) Graph.4.5.Experience in UN-Source:Author(2010) Graph.4.6.Working Experience-Source:Author(2010) Graph.4.7.Working Experience on Climate-Change-Source:Author(2010) Graph.4.8. Experience of Change-Source:Author(2010) Graph.4.9. Experience in reprofiling my own job -Source:Author(2010) Graph.4.10.Level of Responsibility-Source:Author(2010) Graph.4.11. Experience in staff-supervising-Source:Author(2010) Graph.4.12.General Readiness Mean-Source:Author(2010) Graph.4.13.Means Ranking-Source:Author(2010) 21 Graph.4.14.Means per big groups-Source:Author(2010) Graph.4.15.Means per OD variable -Source:Author(2010) Tab.4.2.Initial EFA on Readiness-Source:Author(2010) Tab.4.3.Alpha and Means on EFA on Readiness-Source:Author(2010) Tab.4.4.Alpha and Means on EFA on Openness-Source:Author(2010) Tab.4.5.Alpha and Means on EFA on other OD variables 1-Source:Author(2010) Tab.4.6.Alpha and Means on EFA on other OD variables 2-Source:Author(2010) Tab.4.7.Repeated EFA on Readiness-Source:Author(2010) Tab.4.8.EFA on 47 items-Source:Author(2010) Tab.4.9.Second EFA on 47 items -Source:Author(2010) Graph.4.16.EFA(60 items)-Source:Author(2010) Graph.4.17.EFA(52 items)-Source:Author(2010) Graph.4.18.SM EFA on Readiness items only-Source:Author(2010) Graph.4.19.SM EFA on Readiness items only 2-Source:Author(2010) Tab.4.10.Bilateral Correlations and Alpha(60 items)-Source:Author(2010) Tab.4.11.Extensive Dialogue factor items-Source:Author(2010) Tab.4.12.Extensive Direction factor items-Source:Author(2010) Tab.4.13.Extensive Updating factor items-Source:Author(2010) Tab.4.14.Clues of Animation factor items-Source:Author(2010) Tab.4.15.Extensive Appropriateness factor items-Source:Author(2010) Graph.4.20.Extensive SM Factors’ items Means-Source:Author(2010) Graph.4.21.SM EFA 34 items(Alpha is indicated upper in each column)-Source:Author(2010) Graph.4.22.a.SM EFA 28 items-Source:Author(2010) Graph.4.22.b.SM EFA 28 items-Source:Author(2010) Graph.4.22.c.SM EFA 28 items-Source:Author(2010) Tab.4.16.(a).SM Factors Core-Items-Source:Author(2010) Tab.4.16.(b).SM Factors Core-Items-Source:Author(2010) Tab.4.16.(c).SM Factors Core-Items-Source:Author(2010) Tab.4.17.Cross-cutting SM Factors Core-Items with OD model-Source:Author(2010 Chapter 5 Graph.5.1.Analytical Framework Graph.5.2.Individual scheme of emergent change –Source:Author(2010) Graph.5.3.Appropriatness-Source:Author(2010) Graph.5.4.Synthetic SM of CN Graph.5.5.Four main Theoretical Findings 22 23 Acknowledgements A great thanks to Stefania Paladini for the precious suggestions and the guidance. I‘d like to thank particularly, Ms Alketa Spahia, Research Support Specialist of UNDP, for the great technical-software contribution on the questionnaires and the great insights and contribution to the interviews. A warm thanks is going to all the Trial Group people: Alessandro, Henny, Ruan Jian, Shirley, Goerild, Pablo, Steven, Zhang Yan, Pei Hongye, Liang Jing, Fan Lu, Su Dongxing. Their suggestions have been so precious to conclude this difficult technical exercise before to submit the final version of the questionnaire. Thanks to Subinay Nandy, Country Director, and Silvia Morimoto, Deputy Country Director of UNDP China for her incredible support to all the operation. Mr. Edward Clarence Smith, Director, and Alessandro Amadio, Deputy Director in UNIDO, for their external, and also moral, help. Thanks to Mme Ge and Ms. He Li, and Han Lei for their support in procurement of the Website system Zoomerang and Gizmo. Thanks to Andy Lu, for his great help on some Factor Analysis trials and for fixing the SPSS software on my computer. A great thanks to all UN leaders in China for having accepted to release interviews. Finally a great thanks to all the UN China Climate Neutral Initiative, that I humbly contributed to set up and to serve and that gave an important contribution to make everything smoother. 24 25 To my Mother Fiorella, And our joint – and detached – life struggle to make Sense Frames of Life Sensemaking To my wife, Laura who taught me to make sense of my own Inner Life To Valeria who always supported me to enact better my outer Life To Alessandra who showed me a pathway to make sense in myChinese journey 26 27 1. Aim of the Dissertation 1.1.Narrative of the Research Sensemaking is a model (or a paradigm) of Organizational Change. It was developed by Karl Weick (1995;2000;2009), and it is also defined by Weick as ―a developing set of ideas with explanatory possibilities, rather than as a body of knowledge‖ (1995:xi). Sensemaking approach makes full use of histories and narratives. That is why this research will make use of solid narratives wherever is necessary. The following is a brief storyline to start. In October 2007, The United Nations (UN) Secretary General (SG) Ban Ki Moon has announced to the world the UN commitment to walk the talk on the ―vital‖ issue of climate change, moving ―swiftly the organization towards Carbon Neutrality‖. (UNEMG,2007). Since 2008, the author‟s effort was aimed to set up in UNDP China a narrow group of people to walk the talk of the SG in UN China (UNC). After a couple of years of internal work, in spring 2010, the group gave impulse to the UN China Climate Neutral Initiative (CCNI). This research is part of CCNI. On March 2010, CCNI initiated an array of soft operational/learning activities (tab.1.1), setting up a larger team, now attended by representatives of all UN agencies in China in order to make sense of Carbon Neutrality (CN) in a one-UNi perspective. If, at the beginning, CCNI participants were interpreters/agents of change internally to their own agencies, the formal endorsement of CCNI learning sessions under ―Common Learning of UNC‖ii, made the participants becoming interpreters/agents of change for the implementation of a set of activities aiming to a future strategy on CN on behalf of one-UN China managementiii. 28 1.2.Making Sense of Carbon Neutrality Undertaking this Research inspired the overall CCNI that is an emergent Initiative of Sensemaking and Change. The overall objective of this Dissertation is ―Making sense of Carbon Neutrality in UN China‖. Literature and findings are aimed to explore Carbon Neutrality (CN) and CN processes (CNP) in UNC-field. Despite UN Environment Management Groupiv decisions UN China has not developed a planned strategy for implementing CN, yet. Instead, the existing discrepancy between the centralized decisions from EMGv, still not followed by a tangible roadmap, makes a diagnosis ex ante particularly consistent. Assessing the level of readiness/openness (ROP) of UNC staff to move UN China towards Carbon Neutrality has seemed very appropriate. The aimvi is implementing a pre-change audit (Palmer et al. 2009:141) on Carbon Neutrality via direct sources: a survey and interviews. Tab.1.1.Activities of UN China Climate Neutral Initiative-Source:Author(2010) Methodologically, this objective has been narrowed, pursuing a field exploration that has utilized Exploratory Factor Analysis (EFA) “diagnostic” tool ―to map the whole 29 field‖ (Kline,1994:72) of planned and emergent change of UNC towards Carbon Neutrality. The EFA was conducted on the 1-7 quantitative results to a questionnaire, filled by UNC staff. The quantitative outcomes of the Research have been then methodologically triangulated (White:67,2000) with semi-structured interviews to leaders of UNC. The conceptual backbone of the study lies on: -An Organization Development (OD) approach, including literature on an ensemble of variables (leaded by the Readiness for change), combined with a number of co-variables; -The perspectives, intended as conceptual approach and theoretical literature on organizational change, of Sensemaking (SM). The comparison between two theoretical models, the questionnaire and the EFA are the innovative components of the research. EFA‘s goal aims to give evidence to the emergent Sensemaking foundations of change (Weick,2000:223): direction, updating, dialogue, animation, four factors ensuring successful change The questionnaire submitted to UN staff contained general information requirements, useful in making reliable and focused the assessment of UNC orientation to change. It is an author‘s wish that the Research would be used as a background to provide UNC leaders with a number of suggestions to formulate opportune ―strategies‖ supporting the successful implementation of Carbon Neutrality Processes in a pragmatic approach. 1.3.The Research’s Questions The specific questions the research seeks to answer are divided in two typologies of queries: a Pragmatic approach and a Theoretical approach. 1) Pragmatic Approach aimed to Explore CARBON NEUTRAL PROCESSES IN UN CHINA: 30 Q1: Is UN China ready to put in placing planned Carbon Neutral Processes? Q2: Is Carbon Neutrality a change content suitable to support the Sensemaking approach of the organizational change? 2) Theoretical approach aimed to Explore an INTEGRATION OF Organization Development MODEL & Sensemaking MODEL Q3: Through an Exploratory Factor Analysis is it possible to show quantitative evidence to Sensemaking approach to the change in UN China, in particular demonstrating the existence of the 4 Sensemaking foundations of change (Direction, Updating, Dialogue, and Animation: DUDA) as drivers of organizational change? Q4: Is it possible to demonstrate that the 4 Sensemaking foundations of change (Direction, Updating, Dialogue, and Animation: DUDA) are relevant, complementary, factors to the Organizational Development approach, in particular supportive in organizational pre-change audits? 31 2. Literature review 2.1.Introduction Change and its meanings are at the deeper roots of this research: Climate Change and Organizational Change. Without what Dunphy (et Al.,2003) calls the ―emerging forces driving sustainability‖, having their forefront in a vast number of scientific researches on Climate Change, undertaken in the last decades, the Carbon Neutrality concept will have not succeeded as it occurs, globally. Organizational Change (OC) is a phenomenon of time (Ford &Ford,1994), but is also the phenomenon of our time and all times. Palmers (et al.,2009) assumes that ―up to 84% of US firms are involved in a major organizational change‖. In time of crisis, as the one globally started in 2008, change becomes a big concern. The paradox of managers is that they are required to change their organizations not to risk them perish, and they are required to preserve the organizations from ―the disruptive impact of change‖, mainly due to environmental pressures. Therefore, managing organizational change is crucial for organizations (Cohen,2005), as well as managing Climatic Change impacts is crucial for boosting ―prosperity‖ of humanity (Stern, 2009). Under these perspectives, United Nations seems to be an organization placed in unique circumstances of time and place. First of all, UN is, through its UNFCCC, the international organization charged to facilitate the Climate Change political negotiation and a global political agenda, and the organization that, through the IPCC, received the mandate to move forward the scientific research on Climate Change. 32 On October 8th, 2007, an Annual Meeting of the UNEMGvii was held in Geneva to launch the CN initiative. The meeting approved a strategy for ―making UN agencies, funds, and programmes Climate-Neutral‖(UNEMG,2007). Since then, a number of UN agencies have started an array of ―one-agency‖ activities in order to respond to this strategy. Some of these activities regarded also their peripheral Country Offices (COs) in the world. For instance, in 2010, UNDP Headquarter (HQ) requires all COs, included UNDP China, to provide with their ―2009 Greenhouse Gases (GHG) Inventory‖. This goal in China has been filled. UNIDO, UNAIDS and WHO have elaborated in China, a three-lateral ―Carbon Emission Reduction Action Plan‖ (CERAP), including also their 2008 GHG Inventory. The final goal of the research is to contribute to UNC strategy for CN consistently with the real organizational situation, aiming therefore to: -Suggest initiatives and solutions; -Undertake problem-solving activities; -Amend centralized decision-making and centralized requirements required in the future, giving them new insights. It is likely that the research will become a UNC knowledge product, under the availability of UNC agencies‘ leaders to contribute to drive UN to CN. Consistently the literature review will regard: 1. General Literature on OC Management; 2. Literature on OD paradigm of OC and Readiness to Change; 3. SM Theory of Organizational Management particularly referred to OC; 4. CN and change; 5. UN and change. Literature Review objective is to identify theoretical basis for operating an innovative ―pre-change audit in UN China‖, where the answers of the staff and their leaders‘ interpretation are oriented to make sense of CN and change in the organization. 33 2.2.Mapping Managing Organizational Change 2.2.1.Images of Organizational Change In order to summarize the ―Management of OC‖ discipline, we made full reference to the ―mapping approach‖ (Van de Ven and Poole,2005) from Palmers, Dunford and Akin (2009). They utilize six imagesviii of Managing Change as ideal-types, moving from the assumption that ―the images we hold of organizations affect our interpretations…make sense of things going on around us.‖ (Palmers et al.,2009:23;Morgan,1997;Bolman and Deal,2003;Hatch,1997). Despite the simplification of the picture related to OC studies and the Management of Change, Palmer (et al.,2007) maps the related literature, leading the readers in an interesting journey through the different OC theories. Graph.2.1.The images of Organizational Change Management In blue ink, evidence on “Coach” and “Interpeter” images, that will be reflected in this research-Source: Palmers et al,2009. This mapping approach pays its tribute to Weick‘s SM and paradigm, that find room 34 in Palmer (et al.,2009) as an alternative approach to the OD school. Weick (1995:119) assumes that the importance of images is associated with a paradigm, recalling Firestone‘s (1990) and Kuhn‘s (1970) works. Kuhn, in its ―structure of scientific revolutions‖ defines community‘s paradigms as ―a set of illustrations of theories in their applications.‖ SM itself is subject to mapping: it draws on what Palmers (et al.,2009) properly defines as the ―interpreter image‖ of change: but properly, SM is a paradigm of OC theory. Each image offers an interpretation of what change should be, and stresses on what position the different agents of change assume, according to the related theoretical paradigm. In this sense, OD school draws on what Palmers define the ―coach image‖ of managing change. The images of managing change have been classified according to two parameters (graph.2.1.): a) Intended, partially intended or unintended outcomes of change; b) Control-style or Shaping-style of the Management. The 6 ―ideal-types‖ are useful at theoretical level: the reality in-the-field is that ―elements of different images overlap and intermingle‖ (Palmer et al. 2009:36); the managers can use multiple images and multiple perspectives to enact change. The control-based images of change are historically dominant. They have to do with planning, organizing, commanding, coordinating and controlling (Palmer et al.,2009;Fayol,1949;Luthans,Hodgetts and Roosekrantz,1988;Mintzberg,1975). The shaping-based images, on the other hand, ―treat the organization as a living, breathing organism‖ (Palmer et al,2009:25). The shaping management style enhances those individual behaviors that cannot be controlled, improves the individual capabilities, and eventually shapes the corporate capabilities of the organization (Turner and Crawford,1998;Beer and Nohria,2000). 35 In the shaping-images ―organizations are not merely structures of units and departments but living fields of creative intelligence of the people that constitute the organization‖ (Dunphy et al.,2003:276). Love, Work & Knowledge Are the sources of Our Life: They should be also manage it (Whilelm Reich) 2.2.2.Coach Image The coach image of managing change is driven by the attention on ―the set of values and skills‖ considered necessary to reach certain outcomes of change (Palmer et al.,2009). The entire set of OD approaches are embedded in coach image. The coach is ―a change agent‖ that intends to yield the capability of the organization members, ―solve their own problems and learn to build change better‖ (French and Bell,1995) with a great attention to the human development and the democratic values (Nicholl,1998). OD moves from Lewin‘s theories (1947;Blake et al.,2000;Beckhard,1969), emphasizing international relationship, group dynamics, leadership, involvement of organizational members in guiding change actions. Participative management (Likert,1961;1967) is an important OD theoretic interest and an important assumption. The studies on productivity, the balance of work-life (Trist,1976) and the theories of Total Quality Management elaborated by Deming (et al.,1986) and Juran (1988) belong to this approach, including the strategic change management (Beckhard,1969). According to Beckhard OD approach is characterized by an array of elements (graph.2.2.) such as planning, leadership involvement, attention to behaviors and attitudes, where a core set of values are emphasized. 2.2.2.1.OD Approach: Diagnosis for Change, Resistance and Readiness to Change 36 According to Palmers (and Dunford,2008), the coach image looks at resistance to change as something that needs to be recognized on time, and dealt withix. Graph.2.2.The OD approach features and the Diagnosis of the organizational system-Source:Palmer& Dunford,2008 Resistance is one of the reasons of OD emphasis on the need to make use of diagnostic tools for changex(graph.2.2). Usually, the diagnosis of change driven by a coach will highlight the goals of change and the competences required to change agents.xi The readiness to change is drawn from social psychology (Jacobson,1957) and nowadays developed by clinical psychology (Aarons,2006; Hayes,2005;Levesque et al.,1999). Following Van de Ven, (et al.,2005) for change to occur, beliefs and cognitions of organizational members should be aligned between them and their leaders‘. In other words, it seems important, (Holt et al.,2009), to create a state of readiness to change to make change successful. In particular, Armenakis, Harris and Mossholder (1993;Cunningham et al.,2002;Jones 37 et al.,2005;Weeks et al.,2004;Stewart,1994) developed models for evaluating the readiness of organizations ex ante, i.e. before organizational changes are implemented. A pre-change audit of the readiness for change provides precious indications on: a) Likely outcomes of an initiative at different specific times; b) Key-actions to be further pursued to make change successful; Holt (et al.,2007) reviewed 32 instruments (questionnaires) that measure readiness quantitatively to develop a systematic scale of readiness. Readiness to change is measured in four dimensions, namely: change process, change content, change context, and individual attributes (graph.2.3). The literature on readiness to change – and other diagnosis of change – seems have reached consensus on thisxii (Aarons,2006; Ackerman, Anderson et al.,2009). According to Devos (et al.,2007), and Openness to change supporters, Content, Context and Process are the main elements to be explored by the pre-Change analysis. Graph.2.3.The 4 dimensions of pre-change audit-Source:Holt et al.,2007 Moreover there are also reasons to push the analysis at individual level. One of these is ―the high failure rate of change projects‖. This perspective postulates that factors different from organizational and structural variables are equally important in establishing successful change. Therefore, some researchers assessed the 38 psychological factors influencing change efforts‖xiii The substantial role of these four dimensions for strategic decisions finds confirmation also in SM approach (Steinthorsson & Söderholm,2002;graph.2.4). Graph.2.4.SM dimensions of strategic management-Source:Steinthorsson& Söderholm,2002 Summarizing, the perspective of a pre-change audit, based on 4 components results very helpful, flexible and pragmatic (graph.2.5.). For instance, assessing in depth two or three of these components could be useful to give answers to the last one. Graph.2.5. Dimensions of Organizational Change: Content, Context, Individuals, Process-Source:Holt,2009. The quantitative diagnosis of the organizational change, through the Readiness to change (and Its variables, Holt et al.,2007;graph.2.6) is the quantitative backbone of a diagnosis of the organizational change of UNC as a ―partially intended” 39 consequence (following the interpreter image)xiv of CN. Graph.2.6.Readiness to change variables-Source:Holt(2007) 2.2.2.2.Environmental Pressures: Change towards Sustainability There are historic circumstances that drive the change in organizations. Palmer names them ―environmental pressures‖ for change (Palmer et al.,2009:50;graph.2.7.). The historical shift of organizations towards the Sustainability is driven by a specific set of values and CN target is inscribed in them. As stated by Dunphy (et al.,2003:82) ―the change strategies recommended for Corporate Sustainability derive from classic OD approaches.‖ Openness, social justice, leadership support and self-realization are all value sets associated with OD. Diagnostic is a substantial step of OD: ―to change an organization, we must first understand where the organization is on the path to sustainability.‖ (Dunphy et 40 al.,2003:301). Awareness on where ―we‖ are is essential. Hence readiness to change towards sustainability should be taken in due account. Influenced by SM, Dunphy states that ―we seek meaning and purpose in our lives‖. The shift to sustainability represents an opportunity ―to enhance the sense of meaning people derive from coming to work each day‖ (Dunphy et al.,2003:276), as a way to ―make sense‖ of an organizational change. In this context, Dunphy, through the concept of ―compliance‖, describes the difference between ―the spirit and the letter of the law‖, debated in accordance with Corporate Social Responsibility (CSR) and Sustainability. Graph.2.7.Environmental Pressures to Change-Source:Palmer et al.,2009 ―Compliance is simply doing what you are required or expected to do‖ (Dunphy et al.,2003:73). What is needed is a ―proactive approach to the compliance‖. Dunphy is keen to accelerate the agenda towards Sustainability, matching a core-set of values. Pessimistic when he assumes that ―neither of the OD approaches‖ can address the changes needed to move an organization from non-responsive phases to compliance ―unless sustainability principles are integrated into the change process and set as a specific target to be achieved‖. Dunphy concludes his cultural model 41 with a phased-approach, where ―compliance‖ is simply the third stage of a 6 steps strategy (fig.2.1). Fig.2.1.Stages of roadmap to Sustainability-Source:Dunphy et al,2003) This study did not aim to the wider area of organizational culture but making sense of CN, has assumed it as a specific target of Sustainability. 2.2.3.The Interpreter image The interpreter image of change, in alternative to others (such as Coach, or Director) is embodied by an agent of change as an Interpreter of what he sees happening and moving into an organization. According to Palmer (et al.,2008,S23) the agent of change creates ―meaning for other organizational members, helping them to make sense of various organizational events and actions‖ (Balogun et al.,2005)xv. It is required to the interpreter the ability to choose and to utilize the right tools to better operate in the processes related to Change, according to specific contexts. Going to the field, though a questionnaire seems the most suitable way to assess the readiness to change, the participatory approach required by any UN context, 42 suggested the interpreter methodology and SM as suitable tools to operate our pre-change audit. In interpreter vision, managers are not hegemonic (Balogun,2005): they are ―sensemakers‖ (neither ―sensetakers‖, nor ―sensegivers‖) as any individual in the organization, developing her/his specific SM through his/her own vision. For Dunphy (et al., 2003:301) ―our viewpoint is biased by the position we occupy‖. “Change Alone is Unchanging, Nothing Endures But Change” Heraclitus, 540 BC -480 BC 2.3.Sensemking and Organizational Change 2.3.1.Making sense of Sensemaking: Organization as a field for SM SM is ―a process by which individuals develops cognitive maps of their environment‖ (Ring & Rands,1989). Mapping the organizations, change appears, as co-substantial to SM. SM, as change, never stops: and never starts. ―The reason is that SM is pure duration. People are always in the middle of things‖ (Weick,1995:43), making sense ceaselessly. Acting agents in the organization play within a specific field. Field and situations, drawn by the phenomenological approach, offer an interesting correspondence to Lewin‘s studies (1951)xvi. Elaborating on Kuhn‘s definition of paradigm, Weick (1995:118-121; Firestone,1990), conceptualizes Paradigms as ―Vocabularies of Work‖, through a pragmatic approach, showing how theories of action are applied‖. SM happens within a paradigmatic field. Paradigm in SM perspective becomes praxis, transmitted in ―artifacts‖ compelled by ―social influence‖. Paradigm is socially constructed (Berger & Luckmann,1966); it is socially determined, and SM adopts a social constructionist approach to operate and to make of it a fundamental tool for OC. 43 Tab.2.1.Comparison episodic change/continuous change-Source:Weick& Quinn, 1999 For Weick (Schutz,1967), it is sense itself to be a ―socially situated concept―. ―Active agents construct sensible, sense-able events. They structure the unknown‖(Weick,1995:4). SM envisages both a structural and a social assumption (Gephart,1993;Maitlis,2005)xvii. Societies develop cultures, sense, paradigms, and any social order is enacted into a ―sea of ceaseless change‖ (Chia,2000 in Weick,2009). The organizations‘ structural features slow the rate of change, but ―it does not stop completely‖xviii(Weick,2009:4). 44 “Time is the Sense of the life Sense: as is told of the sense of a watercourse, The sense of a phrase, the sense of a tissue, The sense of the smell.” Claudel, Art Poetique, in MerleauPonty, (quoted,1945:526) 2.3.2.SM as change of paradigm for Organizational Change According to Weick and Quinn (1999), in order to deal with change a decisive distinction between planned and emergent change must be done. ―Emergent, continuous, change‖, is opposed to the ―episodic change‖, ―as a universal in organizations‖ (2009:230-241;2000:23;tab.2.1). The distinction finds correspondence also in Mintzberg (1992), where a distinction between an ―emergent strategy‖ as opposed to pure ―planned strategy‖ is done. The role of SM and sensegivingxix, to influence strategic management, has been acknowledged in any change process faced by top management: management ―attempts to develop a meaningful framework for understanding the nature of the intended strategic change‖ (Gioia and Chittipeddi,1991:442;). "What the problem is" represents the architrave of making sense. This is the SM approach (fig.2.2). Fig.2.2.Making sense of a gap-Source:Strom(missing year) ―Since a problem is an undesirable situation, it is a relationship of disharmony between reality and one‘s preferences…Once something is labeled as a problem, the problem starts‖(Weick,1995:88-90). Weick (& Quinn,1999) matches the Dunphy‘s idea (1996) that planned change is usually ―triggered by the failure of people to create continuously adaptive organizations‖xx. This Dunphy‘s assumption 45 has to do with the traditional storyline of change as initiated when some losses occur, as an attempt of remedy to a failurexxi. Weick faces this problem, changing the paradigm of change. His idea of change does not start with failures, but with emergent change: ―autonomous initiatives bubbled up internally‖, ―unplanned, unforeseen and unexpected innovations‖, ‖small actions, large consequences‖ (Weick,2000:225). 2.3.3.From Planned Change to Emergent Change At organizational level, any change process triggers emerging or planned SM efforts among employees and managers (Stensaker,2008;Gioia & Chittipeddi,1991). In the perspective of a ceaseless, though slower than in the external environment, change occurring within the organizations, the emergent change is one of the pillars of the paradigm shift raised by SM in the organizational management arena. Emergent change is ―the realization of a new pattern of organizing in the absence of explicit a priori intentions‖ (Orlikowski, in Weick1996:65). It opposes to planned change. Instead, planned change should rather use the emergent change to facilitate its own goalsxxii(Weick, 2000:223). Tab.2.2.Planned change Liabilities and Emergent change advantages -Source:Weick,2009,231 46 Weick offers a number of counter-indications to the mere adoption of planned change and a number of advantages in making (a good) use of any emergent change (tab.2.2;2.3). Their distinctions are complex. SM seizes the ―how‖ more than the ―what‖: it aims to create methodological tools. Regarding organizational change and the emerging feature of change, Weick assumptions, that challenge three assumptions of the traditional change paradigm, are: 1) a theory of intervention opposed to the Lewinian sequence ―unfreeze, change, re-freeze‖ (tab.2.1). The removal of two traditional assumptions: 2) Inertia; 3) Programmatic change. Tab.2.3.Characteristics of Planned and Emergent change-Source:Weick,2009:230-231) 2.3.3.1.A new theory of intervention To change an organization, Weick does not propose the ―unfreeze, transition, re-freeze‖ sequence (tab.2.1). Change is a ―redirection‖ of what is already in motion. This means that we need to freeze it, offering ―maps, schemas and stories‖ as 47 picture of the ―pattern‖; then we need to ―rebalance‖: reinterpreting the patterns to ―reduce blocks‖ of resistance; finally, we need to ―unfreeze‖, resuming what Weick calls ―improvisation‖, that is the flow of emergent, continuous, change. Through this theory, Weick challenged Lewin as anybody else had ever dared to do. According to SM vision (Weick,1995), boosted by Palmer (et al. 2008), here we are at the core of SM change of paradigm in OC studies. 2.3.3.2.The removal of the Assumption of Inertia Inertia of organizations is ―inability to change as rapidly as the environment‖ (Pfeffer,1997). Tab.2.4.Images of Inertial and non-inertial organizations Source:Weick,2009:233-234 48 The widespread assumption that organizations are substantially inertial is strictly related to their reliance on planned, top-down, change. An uninterrupted chain of assumption and enactmentxxiii must be broken to allow a change in the paradigm of organizational change (Weick,1995:232). This chain and the related assumptions make difficult the ―adaptation‖ and the ―resilience‖ of the organizations to the changes brought in by the external environment, compromising ―effectiveness‖xxiv. The assumption of inertia descends from an image of organization as ―a solid structure, held together by high interdependencies, whose direction is inertial‖, unless sets of forces are applied to re-direct it (Weick,1995:232-233). A new portray or image of organization is proposed (tab.2.4) by Weick (1999), introducing a non-inertial perspective carried out by SM. If SM never starts and never stops, the same assumption is worthwhile with change, ongoing process, continuous and cumulativexxv: emergent change in the organization is maybe slower, but does not stop. SM frames this change as emergent. Emergent change involves ―the meaningful linkage of symbols and activity that enables people to come to terms with the ongoing struggle for existence‖(Prus,1996): SM and emergent change gives back to an organization and to its individuals their ―ground for existencexxvi(Steinthorsson& Söderholm,2002). 2.3.3.2.The removal of the assumption of Programmatic change: 4 SM conditions to produce change SM and effective emergent Change ―are tied together closely‖ (Weick,2009:II,235) and the optimal pre-conditions to successful SM are induced better by emergent change occurring in an organization, rather than planned change. Removed the assumption of programmatic change, the emergent change, free to be (recognized and, therefore) supported by Management, might revitalize an organization. 49 . Graph.2.8.Comparison OD/SM models in their inquiry on Change-Source:Author(2010) Studying organizational change through SM, an interpreter puts in brackets that specific change and its tangible ―attributes‖, to make, instead, an assessment of the (cultural, social or symbolic) meanings of context, processes and content involved by that change: it is the image, the interpretation, the sense of that change on behalf of the organization to be explored by SM (graph.2.8). The methodological suggestion from Weick is that the interpreters of change assess the conditions of its successful ―how‖ within an organization. This assessment can give important cues in order to attain an entrusted image of the organization, its own SM, and its emergent change perspectives. The organizations‘ ―resilience‖ increases when internally SM is enacted, when successful SM works to realize four bare-bones conditions in an organization‖(Weick:II,2009,235;graph.2.9). It makes no difference what programmatic change the organizations choose to implement, there will be no success ―unless that program: 1) Animates people; 2) Provides a direction; 3) Encourages updating; 4) Facilitates respectful interaction and dialogue. 50 From a cultural point of view, these four conditions could be ―curbed severely in a command-and-control system‖. This Weick‘s assumption links SM developments to OD Dunphy‘s paradigm, environment and values (2003). But what SM emphasizes is not the what of change, but the how. For Weick ―the more SM is activated, the more change is effective‖ (Weick,2009:II,235). Saying it differently, the effectiveness of the programmatic change will improve or decline depending on whether the program of change keeps open the four SM drivers. Simplifying further, Direction, Animation, Updating & Attention, Dialogue as effects of change are sufficient to make it successful, but require a pretext for their activation, ―some kind of surprise and some kind of content to set them in motion‖ (Weick,2009:II,236). Graph.2.9.Four SM Drivers of successful change-Source:Weick,2009,II,235) 51 2.4.Carbon Neutrality and Organizational Change 2.4.1.The broader Cultural Context: Carbon Neutrality as a target of Sustainability Processes Wrights writes that ―the relationship between an organization and its environment is a continually evolving dynamic phenomenon subject to constant unpredictable change‖ (Wright,2005). An organization doesn't merely adapt to its environment, nor is simply embedded within it. ―Rather, an organization lives in co-existence with its environment and constantly co-create their unique relationship, through actions, decisions and SM‖ (Wright,2005). Graph.2.10.Emerging forces driving sustainability-Source:Dunphy,2003 Dunphy identifies 5 environmental pressures called ―emerging forces driving sustainability‖, pushing organizations to change towards sustainability patterns (Dunphy et al.,2003). They are (graph.2.10): Poverty; Wealth; Globalization; Change; Corporate Social Responsibility (CSR). Dunphy urges the need of targets to get Sustainability. Carbon Neutrality (CN) as a target and CNP framed as a step (currently, the most ambitious) in this transformational path towards the Organizational and Corporate Sustainability will be assessed. 52 Linking the 5 Dunphy‘s elements with CN: 1. It is acknowledged that Climate Change will exert its more threatening impact on the poor; therefore a global shift to CN, reducing climatic risks, will result precious to the poorxxvii. 2. Affluent societies and economies, their firms and corporations started to implement CNP; wealth is helpful to spread the technologies needed to get CN. 3. Globalization has instead two sides: the upside are negative effects on developing world, increasing the need for a sustainable agenda, the upside, potentially, sees globalization as a driver for spreading technologies and experiences, best practices on CN. Next paragraphs will be devoted to the last two emerging forces mentioned by Dunphy: Change and CSR. 2.4.2. What is Carbon Neutrality: Literature Review According to the UK Sustainable Development Commission (SDC 2006 quoted in Ball and al.,2009) going Carbon Neutral should be seen as a target, to be reached sooner rather than later, with a series of steps; a Carbon Neutral organization is ―one that causes no net accumulation of CO2 emissions to the atmosphere". CNP are described as a set of policies aimed to: 1. Estimation of GHG (Greenhouse Gases) emissions; 2. Taking measures to reduce these emissions; 3. Purchase carbon offsets. The most complete and rational literature review done on CN is Ball‘s (et al.,2009) one. The authors mention an array of directions with CN as a subject of study (graph.2.11). 53 Graph.2.11.Literature Review of CN: Topics related to Research (in red) -Source:Ball et al.,2009 If the vast bulk of literature on CN is rich of practical experiences, this research departed from a lack of literature in the frame of organizational change, the impact of CN on organizational context, perceptions from the staff, possible resistance and readiness to move towards it. Ball (et al.,2009) states: ―Issues of how organizations might respond and contribute to climate control have barely permeated the management literature‖. These issues ―would seem to fit with the extant corporate social responsibility (e.g.Jackall,1988;Crane,2000;Fineman,2001) and accountability literatures (e.g. Milne et al.,2006,2007a,2007b)‖, but this work is at the beginning. Studies and thesis done by Universities (Button,2009;Kodikara,2008), even on CN strategies are complementary. For Ball (2009) there is the need of a still integrated approach on public sector and the world of NGOs and Civil society where a key role could be played by Carbon Neutral public services. 54 2.4.2.1.CN and Organizational Change Within the organizations CNP will be subjected to a number of variables entailing change (graph.2.12): 1. Technological Changes; 2. Change of organizational assets, structures, budgets, financial and investments choicesxxviii. 3. Change in Leadership characteristics; 4. Recruitment issues and other HR related issues (e.g.: evaluations, result based assessments, change of professional, working style, habits)xxix. 5. Corporate strategies (e.g.: investment policies, allocation of resources, budgets for specific expenses and needs)xxx. 6. Relationship with stakeholders 7. CSR purposes. Every CN strategy, before of its launch will address the character of its organization, its structure, its current footprint. To be effective it will be subjected to internal evaluations. Every CN strategy -on this UN seems to be aware– entails processes not completely visible, foreseeable, and expectable. For instance, a great difference exists between zero-costs CN measures and heavy investments aimed to lower electricity, heating, energy bills. From one side, to invest in one sector a manager should save money in another line of budget, even Human Resources (triggering, likely, jobs losses). On the other side organizations strongly oriented and committed to CN will be pushed to give their preference to decrease footprint: more resources to investments than offsetting. 55 Graph.2.12.Organizational change & Carbon Neutrality choices-Source:Author(2010) "Offsetting" allows CN emissions to be netted off. The ways for getting CN go (graph.2.13) from the less virtuous to the most virtuous organization, from entities emitting according to a business as usual scenario and compensated paying the offsets to organizations endeavoring for real reductions of emissions. Graph.2.13.Range of Carbon Neutral Strategies and Real Carbon Footprint-Source:Author(2010) Sustainable Development Commission (2006, in Ball and al.,2009) warns against a carbon neutrality policy focused solely on offsetting. As the aim should be to reduce overall emissions over time, offsetting emissions without a carbon management 56 strategy is misconceived‖. UN itself could not afford such an offsetting strategy. It is an issue of CSR and credibility. 2.4.2.2.Making sense of CN: target, pretext, technological output According to the above, CN target could be even envisaged as Weick‘s pretext of change: CN as a target, but also as a driver. Moreover, CNP at organizational level cannot consist certainly of a per se strategy, or just as a mere point of arrival, an ultimate goal. CN is definitely one of the moves towards sustainability. The role played by CN in its broader environment of reference, e.g. the Sustainability, is not a concern of this research, but, reversely, the affiliation of CN to the precise set of values of Sustainability matters to it. The ―sustainability agenda gives sense of meaning‖. Sustainability targets, supported by a set of values, trigger major emergent – and deep -change, also to reach one of the goal of SM: organizational consensus. ―Ordering people to change is seldom effective; change by memorandum and edict usually fails‖(Dunphy et al., 2003:275-276). Therefore, in its tangibility, as a target, CN could be described as a driver of new behaviors and new technologies: product of virtuous changes in the staff attitudes and/or in technological shifts (graph.2.12). Reducing the impact of Carbon requires new technologies, and technological change introduces a set of issues that ―organizational theorists have yet to grapple with‖ (Weick, 2009:I,172). In making sense of CN as a behavioral and technological output, CN carries out equivoques: ―An equivoque is something that admits of several possible or plausible interpretations‖ (Weick,2009:I,148). 57 Graph.2.14.Sources of Emission Reduction in Organizations as from UNDP strategy-Source:UNEMG,2010 As an output control of technology is an expert's task: when technology changes, the equivoque emerges. With new technologies the underlying SM question "what the problem is becomes unclear and shifting‖ (Weick,1995:93). Summarizing, CN concept is the good pretext and the good target but it is too strictly linked with the technological innovation, endowed with a high number of equivoques. 2.4.2.3.CN between SM and CSR In SM‘s vision, certainly, CN is a pretext to give direction. But as a target for the organization, driven by ―emerging forces‖ (Dunphy,2003), could be seen both as an emerging change, capable to create ‖ground for identity‖ and a planned change, under a CSR strategy. In fact, CSR is a body of processes, CN so far, has been seen as a tangible output, part of a CSR frame, as a tangible and demonstrable outcome within a CSR strategy. Basu (& Palazzo,2008), utilizing SM in a process model for CSR offers an 58 interesting pathway. Activities filling CSR strategies are not resulting entirely from external pressures but rather from ―organizationally embedded cognitive and linguistic processes‖. For Brickson (2007), the processes of SM within an organization lead it to view its relationship with stakeholders in ways, which, in turn, influence its engagement with them. At long term, this interaction with the stakeholders changes even the internal processes. Steinthorsson and Söderholm (2002) have explored organizational and management aspects in ―Intermediate organizations‖. These organizations depend on their capacity to maintain strong networks in ways that make their staff ―grounded in identity construction‖ according to a Weick‘s definition. Processes of SM are essential for the strategic management, ―maintaining consistent and positive the staff‘s self-conception‖ (Weick,1995:23). Fig.2.3.A SM model of Processes leading CSR choices-Source:Basu&Palazzo, 2008 Paraphrasing Basu & Palazzo thus, a new direction on CN and sustainability research ―might emerge through the study of processes that guide organizational 59 SM as they pertain to relationships with compliance, reduction of energy sources, energy savings, competitors, and stakeholders‖ but also for strategic management. (Basu& Palazzo,2008). Processes of CSR (fig.2.3) happen in seven dimensions. The management of change, through the adoption of CN strategies, allows an assessment of organizational and strategic processes. The assessment of the organizational perceptions towards CN changes helps to build up strategic management to control the likely resistance to change. Cognitive and linguistic processes embedded in an organization suggest decision-making: the ways leaders, managers and employees see themselves, and the way they think influence their decisions. 2.5. A Narrative on United Nations and Organizational Change UN organization and structure is assorted: a great number of organizational centersxxxi differentiated by mandate, sectors, tasks and functions. The UN Organizational Chart (fig.2.4) offers the whole shape of UNxxxii. The literature on organizational, cultural, and managerial aspects of United Nations does not abound, and is, usually, self-produced within the organization. Saner (& Yiu,2001) gives a useful contribution to this very surprising aspect. Little documentation exists on OD interventions and change in the UN system. The article raises criticism on the separation between different UN agencies, offering interesting clues on the way these entities interact and insights on their personnel. Saner proposes a question that could have something to do with the difficulties to grab information regarding UN: at which extent the ―porous boundaries‖ of UN might affect its OD? The historic evidence shows that UN top management and UN officers, after several cases occurred in the past, related to the officers‘ response to external ―porous‖ political interests, corruption and breaking of ethic rules, have been dealing with 60 purposes of Reform of United Nations, involving the managerial scope and the organizational aspects. Stoddardt (2007), that at the time of her article was Chair of UN Task Force on Knowledge Sharing referring to the new intranet system (iSeek) adopted by UN in 2005, answers to the question ―why Change?‖, uttering that ―organizational change has become an imperative at the UN, to reflect the new focus that has evolved since its establishment 60 years ago‖. The moves mentioned by Stoddardt (graph.2.15) regard in particular the how, the process, and mention the need of changing the UN culture. Several shifts have tight relationship with CNP: innovation, delivering services, technological systems. Stoddart‘s conclusion is that ‖iSeek has initiated a new way of working and interacting internally‖xxxiii, triggering a positive change in UN. Graph.2.15.Stoddardt’s topics for UN change -Source:Stoddardt,2007 Two publications seem very important to unveil the UN moves, emphasized by Stoddardt. The SG Kofi Annan Report at UN General Assembly, (UN,2006), and ―Managing the Change‖, a volume by Perry (& al.,2008) strictly related to the Report. 61 Fig.2.4.Global emission from Agencies, programmes, funds of UN-Source:UNEP,2009 The literature shows that a ―diagnosis for change‖ in a UN context could contribute to fill an existing gap in literature on organizational management and culture. Annan‟s Report gives some interesting structural and analytical views on budget, 62 personnel and processes. For example, more than 50% of the personnel of UN are engaged in ―field locations‖: the peripheral UN (fig. 2.5). With its personnel, peacekeeping force represents the majority of UN staff, as shown by the dramatic increasing of the peacekeeping missions from 90s to date (fig.2.6). All this is relevant to assess the impact of peripheral UN offices, and then, the weight of peacekeeping in the total operations. Fig.2.5.Number of UN staff -Source:UN Report,2006. The carbon footprint of peacekeeping forces is 1 million tons of Carbon, out of 1.7 million for the entire UN (“greening-the-blue”-UNwebsite,2009). For our aims, the most significant part of the ―internal document‖ from SG Annan is the one named ―Investing in change: our way forward‖. The Report mentions ―processes of change involving far reaching reform of a large organization, to be successfully implemented only by deploying substantial resources‖. 63 Fig.2.6.The steep increase in UN Peacekeeping. This Report was written in a moment of underinvestment, and the global crisis exploded in 2008 brought in UN an even hardest crisis in resources, still far from being solved. Among Annan‘s changes proposed, particularly significant are: (a) Conditions to create a single global staff (including the well-known principles of delivering as one-UN at Country level); (b) Increasing investments in training and human resource development; (c) Strengthening key functions of overall management; (d) New information technology platforms; (e) Expenses offset by very large savings: procurement reform and administrative simplification. The SG added that UN Reform would have impacts on productivity, motivation; a modest investment would have had great impacts for UN attunement to a changed 64 and changing world. Annan‟s report seems a truly transformational leader program of change. It is concluded by two recommendations relevant to this research. One related to the need of a strong top-down approach‖: Leaders and managers should engage deeply with a blueprint underlined by the need and the strong intention to ―change the culture‖. Secondly, he urged to establish a ―Change Management Office‖, with clear terms of reference (UN Agents of Change). Harvesting the SG report, only in 2008, a volume, Annan‟s blueprint, edited by Perry (& al., 2008) titled ―Managing Change at the United Nations‖. Chapter 3 and 4 respectively focused on System-wide coherence & Management Reform. Among a lot of technicalities, we can find in this publication SM sentences such as ―Undertake implementation urgently but not in an ill-planned and hasty manner that could compromise permanent and effective change‖, assuming that persuasive, bottom-up approaches will be helpful to create ―permanent and effective resultsxxxiv. The blueprint was out only after the SG Annan had stepped out. 2.6. UN CN between Planned and Emergent Change The last paragraphs of LR are dedicated to make sense on the distinction between planned change and emergent change, in relation to CN strategies adopted by UN, before to move to our field of research. The emerging role played by Climate Change and the processes it entails at social, organizational and individual level has become tangible in 2009, the year of ―Copenhagen Accord‖. Svensson (2008c) argues that the Fourth Assessment Report of IPCCxxxv should impact future business practices and forthcoming theory generation, such as chain management approaches‖xxxvi. If we go back to Annan‘s (2006) and Stoddardt‘s words (2007), regarding the need ―to transform the overly process-driven organizational culture‖, one of the clearest 65 Weick‘s suggestions (2007: as a quotation from Schein,1999) is to ―never start with the idea of changing culture". The existing culture with its strengths could be rather a platform for actionxxxvii. Culture, with its stable or emerging issues, could be in some extent an allied strength for driving change. The issue is to see how the stable elements of a culture (especially at local level, in a UN Country Office) could be drivers (and not constraints) in managing some processes of change. The assessment of the choice between planned and emergent change makes sense if we make use of a recurring Weick‘s concept: interruption. To understand SM is to understand how the people cope with interruption (Weick,1995:5). Exploring the organizational culture, when the organization faces a ―crisis‖, or an ―interruption‖ in their "business as usual" flow makes sense to the organization: Crisis causes a sort of freezing, the first act in the SM theory of Intervention. Looking for interruptions, from Annan‘s report (March 2006), the next chapter of our UN change narrative encounters the most important interruption: the appointment of a new UN SG (January,2007). Chapter 3 of ―Managing Change at the UN‖ reports that SG (Annan) was ―disappointed that his report was not immediately taken up for formal consideration by the General Assembly". Despite the Assembly, SG decided to move forward on his own, launching the ―One-UN‖ project". Between Annan‘s Report (2006), and its practical translation ―Managing Change at the UN‖ (April,2008), in October 2007, the new SG Ban Ki Moon, undoubtedly made a move of planned change, announcing UN Carbon Neutrality, a deep change, additional to the Annan‘s change. Accordingly, UN EMG proposed the following CN components (graph.2.16): a) Commitment to reduce emissions; b) GHG inventories; c) Measures to reduce GHG emissions; d) Offsetting initiatives; 66 e) Reporting and targets of emissions reductions; f) A knowledge-management system. EMG strategy (2007) requires that the Organization first undertake an ambitious program for reducing GHG emissions for ―a credible approach by the UN (par.40)‖. The strategy states also that ―reducing emissions can be achieved in several ways, including through behavioral changes, engineering solutions and operational and policy changes‖. Graph.2.16.UN Climate Neutrality Strategy-Source:UNEMG(2007) These quotations leave no room for doubts: we are dealing with a really ambitious program of planned change, aimed to change even the staff behaviors (product of organizational, national, and individual cultures), that was probably initiated during complicate circumstances for UN. Moving to a lower, local level, in UNC, it is strategic explaining how UN China Climate Neutral Initiative moved its ―emergent change” steps in a bottom-up approach starting from Ban Ki Moon statements regarding CN and from Annan‘s visions regarding one-UN. 2.7.Conclusions: towards the Research field and the methodology The LR drove the research to the field where "Making sense of CN in UNC" will occur. Summarizing: 67  Organizational Change theories have been mapped, and Coach (OD) and Interpreter (SM) images of change have been introduced as stable references to this study.  OD was explored from the point of view of its core set of values, whose Sustainability and CN make integral part.  The latest SM approaches to organizational change have been illustrated. In particular, how SM has challenged OD models, supporting a new paradigm.  Four pillars are at the roots of SM contribution to OC; through those, SM contributes greatly to open new perspectives on change, revealing valuable insights for a pre-change audit: a) assumption of existence of emergent change within the organizations and a new theory of intervention; b) removal of the assumption of organizational inertia; c) removal of the assumption of programmatic change; d) existence of 4 bare-bones SM conditions for a successful change in organizations.  It is premise to the study the genuine wish to integrate OD theoretical and methodological contributions (quantitative tools, questionnaires) and an SM model, in order to enlarge the quality of the vision and the picture on a concrete case of change, represented by CN.  CN embodies at the same time: o the target of Sustainability Processes -inscribed in a universe of values, represented by OD models – o both the pretext for change and an equivocal technological output, according to SM.  The multiple processes carried out by CN are therefore supportive of an Integration of two models, rather than necessarily thrusting to a choice 68 between two paradigms.  The 4 SM theoretical pillars (emergent change, a new theory of intervention, the removal of inertia and programmatic change) and the 4 SM drivers of change have been described.  CN strategic definition and an OC narrative in UN have concluded the LR, connecting the theory to the practice and to the enactment that the author, as Change Interpreter and Change agent (Coach and Interpreter), has assumed through this study. 69 3. Methodology 3.1.The field of the Research 3.1.1.The UN-iverse of the Research The UN-iverse of this research and the questionnaire that constitutes its quantitative tool of is UNC staff, composed of 521 individuals, working for 21 UN agencies in Beijing: FAO, ICAO, ILO, IOM, UNAIDS, UNDP, UNEP, UNESCO, UNFPA, UNHCR, UNIAP, UNICEF, UNIDO, UNIFEM, UNODC, UNOPS, UNU, UNV, WFP, WHO, UN ESCAP APCAEM. Tab.3.1.UN China Staff-Source:Author(2010) UNC has started to take consideration of UN CN 2007 Strategy (planned change) only in summer 2010, mainly under the pressure produced by CCNI. Fig.3.1.UN Facilities in Beijing-Source:UNDP Operation Team(2010) 70 Fig.3.2.UN Premises in Beijing-Source:UNDP Operation Team(2010) Let the Past be Past, Concentrate only on the Eternal (Mere) 3.1.2.the Role of Researcher Once entered into a field of research, SM requires dealing with the perspective of researcher. The role played by this researcher (see also Annex para.3.1), starts as interpreter of change. At the time of ―dissertation proposal‖ CN in UNC was interpreted as a planned change, not yet implemented. Moving forward, the role of the researcher has been transformed in agent of change, and several activities have been started in parallel with the research: learning sessions, workshops, missions from UN officers. Summarizing, gradually, it became tangible that OC associated to CN was not planned change, but emergent change voluntarily carried out by the researcher, jointly with other UN staff in China. The role of researcher as agent of an emergent 71 and “cultural” change, entailing the adhesion to a set of values (sustainability) carried out by the researcher/agent himself must be contemplated. 3.2. Analytical Framework The methodology has followed a specific Analytical Framework, fully described in Annex (Para.3.2). UN China (graph.3.1.) is represented as a triangle moving from T0 to T1, experiencing an organizational emergent change. OC is inquired in the 4 dimensions captured by OD models: Content of Change; Context where the change happens; Processes of change and individuals perceptions. Graph.3.1.Analytical Framework-1-Source:Author(2010) The methodology has intended remaining faithful to OD tools of diagnosis of change, using quantitative models. In the shift from OD model to SM model, the interpreter of change will shift its object of exploration: not ―attributes of change content‖, but images of it; not attributes of Context of change, but images of the organization; not attributes of individuals at the internal perimeter, but their perceptions or their images and meanings of change. Research assumptions are that the strict boundaries of the study are internal (see annex 3), and that the Culture of Organization cannot be fully explored. The context will remain partially unexplored. t1 t0 72 Content, Context and Individuals, represented in a triangle, are scrutinized quantitatively in order to pursue, at a later stage, through qualitative analysis (semi-structured interviews) the wider diagnosis of Change related to CN. The result of this approach is shown in Graph.3.2. The diagnosis occurred in particular on the line Content-Context, utilizing the Individual answers to a questionnaire as a synthesis of this assessment. Graph.3.2.Analytical Framework-2-Source:Author(2010) The three dimensions Content-Individual Perceptions-Context will help to provide an assessment on the 4th dimension, the Processes that UN China put, and should put in place to change. Analysis has followed two directions (Graph.3.3.): 1) Axis Content-Process: to identify the right strategies of change, experiencing (or strengthening) Updating and Direction. 2) Axis Context-Process, to explore how the organization will experience (or strengthen) Animation and Dialogue. 73 Graph.3.3.Context and Content & 4 Foundations of SM-Source:Author(2010) 3.3. Data Generation Techniques 3.3.1.Triangulation The research has followed a quali-quantitative analysis finalized to combine the rapidity of quantitative methods with the opportunity to interpret the data qualitatively. ―After a quantitative instrument has been administered, the extent to which the readiness assessment is reliable and valid can be determined‖ (Holt,2007), and evaluated through a qualitative analysis. This process is named ―triangulation‖ (White,2000). The quantitative diagnosis of Readiness to change represented a solid point of departure for: a) An EFA of SM frames applied and compared to OD results of the questionnaire; b) An array of SM interviews with UN China leaders, interpreting the questionnaire‘s outcomes. The main descriptive statistics results have been then the subject of the interviews. These dialogues have been transcript and analyzed. There are two reasons for exploring the processes even through interviews and not merely via questionnaires: a) SM assesses the organization from the point of view of the processes, and 74 not the structure: the how more than the what; b) Change of UNC towards CN is just at the beginning of a planned process. The interviews had then the task to assess the current and future process of UNC, and to give suggestions for action. The qualitative methods of Sensemaking offer great utility to this goal. Actually, reliability and validity of quantitative readiness assessments cannot be overemphasized (Holt,2007). 3.3.2. Methodology of Quantitative Research 3.3.2.1 The choice of the use of a questionnaire for a SM research Behind the actual reasons to choose a questionnaire to conduct a SM study there are time and sensitivity: a) the time assigned to the Research (9 months) did not match with any traditional SM approach; b) any rumor spread out in UN China on a likely use of SM tools (such as study of routines, frames of Standard Operating Procedures, SOP; groups exercises, extensive interviews of the staff, etc.) for an internal research in UNC would have raise resistances to the research itself. This opposition, occurring at any time, could have endangered the entire exercise. Questionnaires and surveys are instead familiar, and usual, tools to UNC. Despite the consistent literature available, SM theory on change does not present up to date quantitative models (questionnaires, items, variables, etc) to be adapted and applicable. 75 3.3.2.2.Readiness to Change as a ―bridge of sense‖ to SM model Some reasons suggested to start from OD-model literature, where readiness to change and other variables find place, and gradually creating ―bridges of sense‖ with the SM theoretical approach, through an in-depth assessment of the items to be used. Emergent change is ―capable to increase readiness and receptiveness to planned change‖, and can ―increase readiness to institutionalize whatever stick from the planned change‖ (Weick&Quinn,1999). Recently, OD literature elaborated and tailored research quantitative tools on change (readiness, openness) that have been used by this study. According to Holt (and al.,2007), the readiness to change can be assessed ―using both qualitative (e.g., observation, interview techniques) and quantitative (i.e., questionnaire and Factor Analysis, Cronbach‘s Alpha, etc.) methods‖. Despite the highest value of quantitative methods the organizational change researchers do not overemphasize their relevance. Quantitative methods represent an ―appropriate supplement, offering unique advantages in certain settings‖ (Holt and al.,2007). For instance, large global firms and large organizations make frequent use of questionnaires: their delivery in real time to the universe subject of a research is facilitated by the smooth use of e-communication. At the roots of the decision to launch a quantitative survey in UNC is ―the extent to which the assessment is reliable and valid can be determined‖ by qualitative tools (Holt et al.,2007). Using extensively the lessons learnt applying a triangulation assessment of readiness to change, the author assumed that the survey utilized in this research couldn‘t provide an exhaustive outcome. The qualitative assessment helps to evaluate accountability, meaning of interpretation of the factors hidden in answers. When this task is conducted jointly with the leaders of the responding staff, ―sense‖ is made, and given. 76 3.3.2.3.Questionnaire Preparatory phase Recent studies on Readiness and Openness to change, utilizing questionnaires have been scanned as core-component of our OD methodological model and as quantitative icebreaker of the switch to a SM model. A smooth process of careful reading of literature on variables and items initiated the preparatory phase. Taking into account the issues above, the questionnaire preparation moved from 3 different ―per se‖ instruments: 1) The ―readiness for organizational Change from Holt, Armenakis, Field, (2007). 2) The openness to organizational Change from Devos, (2008) 3) The openness to change from Chawla and Kelloway (2004) offering also important suggestions to this methodology. Technically the procedure we followed comprises a number of steps: A. Items Selection and Development; B. Elaboration in Matrices according to OD model and variables; C. Shift of the items under a new SM model and variables. 3.3.2.3.1.A.Items Selection and Development between Themes and Factors Readiness to change The measurement of readiness to change in Holt (and al.2007) starts from 5 main variables: a) Change Self-efficacy: ―the extent to which one feels that he/she has the skills to execute the tasks and activities associated to the implementation of change‖. b) Need for change (or discrepancy): feeling that there are legitimate reasons to implement the change. c) Personal beneficial: the extent to which one feels personal benefits will come from change. 77 d) Organizationally beneficial: the extent of benefits for the organization from the change. e) Leadership support to Change processes. Fig.3.3.Sample of Items: Change Self-Efficacy-Source:Holt,2007 In Holt (et al.2007), b) and d) have been grouped in one variable, defined appropriateness. According to Cole et al. (2006;Armenakis et al.,1993;1999) appropriateness is ―the sense that the change is appropriate‖, a sort of appropriate reaction to: -the need for change and -the adhesion to a vision of change. Appropriateness unifies individuals‘ vision and real change, supporting that vision. If the organizational ―sense‖ is for the appropriateness people will welcome changes being implemented. The 4 factors from Holt have been maintained in this research. Fig.3.4.Sample of Items: Organizationally beneficial-Source:Holt,2007 Openness to change Readiness to change has become predominant in OC literature, due to the substantial issue of the high failure rate of change projects (Devos et al.,2007). The 78 existence of resistances to change raises the need to create awareness during the strategic management phases, and sometimes pre-exist to any proposed change (they are attributes of context and individuals). It seemed opportune corroborating the questionnaire with openness to change. For Chawla (et al.,2004), resistance could be split in two components: attitudinal and behavioral responses. As openness is explained by cognitive and behavioral reasons, cognitive resistance (Armenakis,1993) usually precedes behaviors. The model of analysis of openness in Chawla (et al.,2004) lies on the following variables: a) Trust; b) Communication; c) Participation; d) Job insecurity induced by change; e) Fair treatment in the change process. Only a) communication and b) participationxxxviii, among Chawla‘s factors have been maintained by the research. Other OD variables used When suitable items on readiness and openness were eventually selected, other OD variables were added to the questionnaire to complete the whole set of OD variables (Graph.3.4). In particular: 1. Commitment to OC, from Herscovitch (& Meyer,2002). For these authors commitment to change is a psychological state, or mind-set, that increases the likelihood that an employee will maintain membership in an organizationxxxix. Affective (desire to remain) and Normative commitment (perceived obligation to remain) have been included in the research. Commitment to change has a positive correlation with ROP. 79 2. Diagnosis of leadership, communication and vision from Cohen (and Kotter,2005). Several complementary tools used by Holt (2007) and in particular individual perceptions (Wanberg & Banas,2000) such as Self-Esteem and Locus of Control (Raine et al.,1982;Rotter,1966). These items should have positive relationship with ROP. 3. Knowledge Sharing (KS) according to Hsiu-Fen Lin (2007). An inclusion of KS to be explored in our research seems of fundamental value for any change. Several items from the Lin questionnaire have been introduced in alternative to items related to Corporate Culture and Corporate Identity (variable initially assumed and deleted after the trial as redundant): KS had the advantage to be less sensitive for UNC compared to Leadership and Trust items. KS has a positive relationship with change. 4. Vision from Cole (et al.,2006). Vision items have positive correlation with ROP. 5. Organizational Change from Palmer (et al.2009), and from Nelissen et al. (2008). 80 Graph.3.4.The whole set of OD Variables-Source:Author(2010) 3.3.2.3.2.B.Items examination and elaboration As following step, the items selected for their inclusion into the questionnaire have been listed and labeled; each item has been opportunely treated, tailored for UNC and for the purpose of exploring CN. 81 Fig.3.5.Matrix of items 1-Source:Author(2010) A matrix has been created in excel (fig.3.5) including all OD variables and the items selected. During the preparation of the matrix, to the original items (from LR) a CN frame wording has been added where appropriate. Regarding a good number of cases the choice was to leave a generic recall to change (without references to CN), in order to measure the individual attitudes to change. Other adjustments consisted in: a) adding UN or UN China or leaving ―my organization‖ when we intended the single UN agencies; b) 30% of items were reverse-scored to inhibit response biases (Holt et al.,2007;Devos et al.,2007); c) Tailoring the phrase according to the circumstances: for instance the item “the information I have received about the changes has been timely” (from Wanberg and Banas,2000) was transformed in “in my organization, the information 82 provided about small, medium and big organizational changes has always been timely and precise”xl. In some cases, such as the one above, one original item has been useful to create a new item, correlated but slightly different from the originalxli. 3.3.2.3.3.C.The shift to SM-model items Since the beginning of the questionnaire preparation the choice of an EFA was backed by the attempt to extend the scope of the items used to shoot the field (target), and being certain that the survey would have shown elements capable of describing the UN-iverse according to SM. A relevant issue was, in a lack of literature, to find the right items to guarantee a description of DUDA, 4 SM drivers of change. It was undoubtedly that the high number of items (and the relative low number in respondents) would have made problematic EFA, but it was a premise to the research the task of reducing the number of items that would have been useful to give relevance to the EFA. The right percentage of items compared to the respondents being around 25% (Kline,1994). During LR and the study phases, including the preparation of the questionnaire, SM theoretical model of change identified in Weick (2009;& Quinn,1999) was matched with OD variables and items to create a first integration between the two models. 83 Fig.3.6.Matrix of items 2 with the 4 additional SM cells-Source:Author(2010) 4 new columns (fig.3.6) with DUDA have been added to the original matrix. In particular, during this phase a first attempt to label items with 4 SM drivers of change likely embedded in the wording frames of OD items was initiated. 3.3.2.4.Administration of questionnaire 3.3.2.4.1.Questionnaire At the end of the preparation period, the Variables and corresponding items were ready to be submitted in a trial questionnaire composed of 88 quantitative items to be graded on a Likert 1-7 scale (Tab.3.2). 84 Tab.3.12.Variables and number of items-Source:Author(2010) Two additional components were prepared to complete the quantitative items and to wide the scope of the questionnaire: a) Demographic, change, working questions (DCW); b) Qualitative open (or semi-open) questions (OQ) (tab.3.3). tab.3.3.DCW and Open questions-Source:Author(2010) 85 The labeling of DUDA, SM drivers of change gave the following result: Direction items were 23; Animation, 18; Updating, 27; Dialogue, 20. This that is a hypothetical SM items‘ composition was added with 8 SM quantitative items built on Weick‘s and Quinn‘s (1999) (tab.3.4.). tab.3.4.The 8 additional SM items-Source:Author(2010) Regarding the qualitative OQ, Weick (and Quinn,1999) were utilized once again, together with a better clarification of answers given to the quantitative component (for a total amount of 29 qualitative items). Summarizing, the trial questionnaire, ready to be submitted to a trial group of 16 people, counted a total amount of 152 items: 97 quantitative items; 26 DCW items; 29 OQ. One of the purposes of holding the trial was the reduction in the number of items that would have made problematic to initiate a significant EFA. 3.3.2.4.2.Trial The trial submission of a questionnaire used the website Zoomerang. On 17th May, 2010, 16 questionnaires were distributed to the trial group. On May 24th the Survey was closed with only 10 complete answers out of 16 plannedxlii. 86 3.3.2.4.2. Items reduction Brief face-to-face meetings followed to identify the overlapping and those items that resulted hard to be answered. The chosen size of the questionnaire was reached thanks to these feedbacks from the trial group and through a preliminary exploratory factor analysis (EFA) using SPSS software (annex). 20 % of the quantitative items were deleted; the wording of others was changed. 3.3.2.4.3. The final shape of the questionnaire The Final shape of the variables explored by the main questionnaire submitted to the entire UN-iverse is in Tab.3.5. 70 quantitative items, 46 Qualitative. 30 items measure Readiness, 17 Openness, 38 items the other OD variables. The shift of items to SM model resulted in 72 items for the 4 SM drivers to change. The DWC group counted 24 items. Additional 22 items were open answers. The quantitative items were then classified according to two further dimensions: a) items including the suffix CN (42), and those not including it (20), in order to measure CN impact on the average of the answers; b) The I-items (26) and the We-items (38), suggested by Harris (1996). The response format chosen for Quantitative items was 7–point Likert scale ranging from strongly disagree (1) to strongly agree (7), was preferred to 5-point, to guarantee the identification of slight differences in the answers. 3.3.2.5.The submission of questionnaire The Questionnaire online aimed to a UN-iverse of 521 persons, working in 21 organizations in Beijing. Taken into account recent experiencesxliii a target of 80-100 questionnaires filled was estimated as a successful one in order to make the EFA feasible. The questionnaire link was sent embedded in a message from communication UNDP China Office, via intranet (annex 3). All potential participants 87 were first notified about the study via an e-mail on UN intranet. Every week an email as reminder was sent to the entire universe. Tab.3.5.Final Survey – Variable/Items/Questions(excel sheet in appendix)-Source:Author(2010) The questionnaire was online for three weeks (Mon.7.6.2010-Sun. 27.6.2010), using Gizmo website, more stable than Zoomerang. 82 respondents, corresponding to 14% of the universe gave full answers. Additional 14% gave partial answers or entered into the web-page of the questionnaire. 88 3.4 Data Analysis The quantitative data have been processed through descriptive statistics analysis and by repeated sessions of Alpha Cronbach‘s calculation and EFA, through the use of the software SPSS. 3.4.1.Descriptive statistics The findings have made an extensive use of the means, mainly aimed to establish if UNC is ready to move towards CN. 3.4.2.Cronbach‘s Alpha Cronbach‘s alpha is an easy and generally acceptable method consenting to conduct items‘ analysis from the point of view of estimate of reliability and internal consistency of the scales of groups of items. Alpha could be expressed as a function of the parameters of the models of EFA set up. It allows to one factor common to all the items to emerge to major visibility. 3.4.3.Exploratory Factor Analysis (EFA) EFA is a statistical technique widely used in social sciences. Following Kline, its main aim is ―to simplify complex sets of data…applied to correlations between variables…When there is a highly complex field, as there always is in real-life human affairs…factor analysis simplifies the field, by indicating what the important variables are‖. The methodologies within the Literature of reference on readiness of change all follow Factor Analysis proceedings. For the study on DUDA, an EFA seemed the most suitable choice (tab.3.6), as EFA is ―ideal where data are complex and it is uncertain what the most variables in the field are‖ (Kline,1994:3-10). 89 Tab.3.6.EFA outcome (part.)-Source:Author(2010) The author has conducted prolonged and extensive extractions of EFA since 28 June, when the Survey has been closed, until the end of July. A full set of results with some descriptions is proposed in appendix. 3.5. Methodology of Qualitative Research The results of the questionnaire, mainly the Descriptive statistics, were summarized by graphs and diagrams both in a word file and in a PPT file (appendices 2,10) and sent to 20 UN agencies in Beijing. Hence, the qualitative phase of the Research was initiated three weeks after the closure of the quantitative phase, via 60-minutes semi-structured SM interviews with the leaders (or their Deputies) of UN agencies in 90 Beijing, finalized to comment and to give sense to the staff‘s perception embedded into the outcomes of the questionnaire. As explained in the annex (role of researcher) the interviews have been affected by an ambiguity of the role of researcher, at the same time change interpreter and change agent. The interview was in fact utilized by the researcher as inquiry means, but also as stimulus to the strategic thinking: therefore, the interviews must be meant certainly as part of the research but also as part of SM tool of change. Only 13 out of 20 agencies have been available to the interview. The interviews have followed the SM methodology of Brenda Dervis (Naumer,C.M.,Fisher,K.E.,& Dervin,B.,2008-03) as elaborated by Lynn (2010). The interviews have been accurately prepared, structuring the shape of the questions and planning the opportunity of gradually moving into the specific SM of each interviewee. The duration of each interview was 60 minutes. The semi-structured sequence of questions has been the following: 1. Comments on Findings (descriptive statistics); 2. Questions on the ways to produce animation, dialogue, direction and updating in UNC. 3. Additional questions according to the circumstances. All the interviews have then been transcript, analyzed and used to triangulate the results of the questionnaire. 3.6. Trustworthiness of the method LR Conclusions have opened the theme of integration between OD and SM models initiated theoretically, integration followed by the methodology, as well. It is herein worthwhile emphasizing that this study aimed to the use of triangulation, combining together quantitative and qualitative methods. For White (2000:67) triangulating 91 different methodologies will ―result in a more thorough understanding of the problem‖. The overall Research Design (fig.3.7) is constantly oriented to the integration between two models (OD & SM) and between their tools of reference (Quantitative and qualitative: OD questionnaires and SM interviews). The validity of a research ―is concerned with the idea that the research design‖ is conceived to fully address ―the questions and objectives you are trying to answer and achieve‖ (White,2010). An EFA has then seemed the most suitable instrument to explore the change connected to CN and the additional answers required by this research. Because searching which specific factors underline the issue of emergent and planned change in a peripheral of UN system needs to be supported with all the instruments available. According to White (2000:25), the issue of reliability, raised to monitor ―whether another researcher could use your design and obtain the same findings‖ follows. 92 Fig.3.7.Research Design-Source:(White,2000)+author(2010) Consistency in the design is what is required to the researcher, value that, however, intends safeguarding the interpretation of the data collected and analyzed with the methodology chosen. The validity of the questionnaires was reinforced through two ways: 1) both the websites used gave a ―green light response‖ to the size and the shape of the questionnaire; 2) bilateral and three-lateral meetings with the trial group provided good feedbacks to reduce the number of items, to clean the items and sometimes re-wording them, before the submission of the main questionnaire. 93 The repeatability of the methodology is highly possible, especially if the time available to an analogous study is longer, if the organizational culture and the national culture are taken more in account, and if the management is less defensive and protective than UN China‘s was on some sensitive items to be selected. 3.7. Ethics and Confidentiality All respondents to the questionnaire were in a list provided by United Nations Department of Safety and Security (UNDSS) in China. The Communication Officer of UNDP sent out an email to all the Staff through UN Intranet (appendix 3) on behalf of the author and CCNI, initiative he belongs to. The messages reported clearly that the confidentiality would have been ensured to all the participants to the Survey, to whom was guaranteed both individual and UN agency anonymity (fig.3.8). Fig.3.8.Confidentiality message (see appendix) In UN, usually, the participation to surveys is not mandatory for the staff. Anonymity to Individuals and to their agencies was ensured also to the interviewees. The interviewees also knew that their participation was voluntary, and they also were informed that the interviews would have been used for academic purposes (without quotation of names‘ or agencies‘ sources). The driving idea behind this was in fact avoiding that some reticence could have been affecting the answers. Protection to the name of the belonging UN agencies would have been also guaranteed; differences on the CN performance of the different agencies would have caused negative feedback to the research. 94 95 4. Presentation of results 4.1. Descriptive statistics 4.1.1. Participants: Demographic, Change, Working questions (DCW) Tab.4.2.Synthetic view on respondents-Source:Author(2010)  The age range of respondents between 20 and 65 (M=30.6; Std. Dev. 6.30). The average respondent very young.  The educational Background is mainly Social Science. Graph.4.1.Educational Background-Source:Author(2010)  A high level of education (master 56%). Graph.4.2.Educational level-Source:Author(2010)  All the cakes-figures have been copied by the UN carbon Neutrality Survey that is the outcome from the webpage of Gizmo. 96  The gender-balance was biased towards the female, compared to the Universe. Graph.4.3.Gender-Balance-Source:Author(2010)  Also the national/international balance compared to the Universe states that the international staff was more interested than the national. Graph.4.4.National-International-Source:Author(2010)  A population young to UN. The majority of the respondents (54% less than 2 years experience of UN, but of any age. Graph.4.5.Experience in UN-Source:Author(2010)  A well balanced long/short working experience. Graph.4.6.Working Experience-Source:Author(2010) 97  The majority (64%) has no experience on Climate Change. Graph.4.7.Working Experience on Climate-Change-Source:Author(2010)  The majority (71%) has no experience of significant Organizational Change. Graph.4.8.Experience of Change-Source:Author(2010)  71% has experience in re-profiling his/her own job, yet. Graph.4.9. Experience in reprofiling my own job -Source:Author(2010)  Level of responsibility well distributed, with a high percentage (32%) of consultants and other non-core staff. Graph.4.10.Level of Responsibility-Source:Author(2010) 98  Scarce experience in supervising staff. Graph.4.11. Experience in staff-supervising-Source:Author(2010) 4.1.2.Means of OD Model 4.1.2.1.Ranking of means and Means of the whole Survey Graph.4.12.General Readiness Mean-Source:Author(2010) 99 Graph.4.13.Means Ranking-Source:Author(2010) 100 Graph.4.14.Means per big groups-Source:Author(2010) 4.1.2.2.OD Variables means Graph.4.15.Means per OD variable -Source:Author(2010) 4.1.2.3.The other factors CN/no CN Alpha of all the variables with CN is very high:.927; M:5.006 When CN is not mentioned CA:.834 M:4.6 101 I/We I-items means M:4,8 We-items means M:4,9 4.2. Exploratory Factor Analysis (EFA) An exhaustive number of extractions of EFA proceedings are presented in appendix (appendix 1). Herein following (and in chapter 5) some milestones of the EFA sessions processed have been presented. 4.2.1. OD Model 4.2.1.1.Readiness Initially, the best results achieved with EFA on readiness is shown in tab.4.2: Tab.4.2.Initial EFA on Readiness-Source:Author(2010) 102 4.2.1.2.Cronbach‘s Alpha (CA) and Average in Means of Variables 4.2.1.2.1.Readiness Cronbach‘s Alpha, factor by factor is shown in Tab.4.3: Tab.4.3.Alpha and Means on EFA on Readiness-Source:Author(2010) 4.2.1.2.2.Other OD Variables Openness to change shows very low Alpha values: Tab.4.4.Alpha and Means on EFA on Openness-Source:Author(2010) Other OD variables show results very varied. The very low values of Cronbach‘s Alpha regarding Locus of control, were a constraint to EFA including all the variables 103 of these groups. Self-esteem and Normative Commitment low values did not affect the analysis. Tab.4.5.Alpha and Means on EFA on other OD variables 1-Source:Author(2010) Affective Commitment, Awareness, Vision and Knowledge Sharing present acceptable Alpha‘s values. Tab.4.6.Alpha and Means on EFA on other OD variables 2-Source:Author(2010) 104 4.2.1.3.EFA on Readiness repeated EFA on Readiness items was repeated after deleting a number of items. The results were relevant (tab.4.7): Tab.4.7.Repeated EFA on Readiness-Source:Author(2010) a) A 1st General OD Model EFA on Readiness-Other Variables jointly followed (tab.4.8): Tab.4.8.EFA on 47 items-Source:Author(2010) 105 b) The results of the 2ndOD General EFA on 47 items (Tab.4.9) were also relevant: Tab.4.9.Second EFA on 47 items -Source:Author(2010) 4.2.2.Combining OD & SM Model 4.2.2.1.Two EFAs 60 & 52 items The two General EFA done according to OD model (graph.4.8,4.9) did not sufficiently explain the field. A first General EFA combining Sensemaking and OD Model was done on July 1st: a first set of macro-analysis covered 60 out of 70 items. Graph.4.16.EFA(60 items)-Source:Author(2010) 106 On July 1st, also a second round of macro-analysis, it involved 52 out of 70 items. Graph.4.17.EFA(52 items)-Source:Author(2010) 4.2.2.2.Integration of SM & OD models a) SM model combined with Readiness to Change On July 1st, a third EFA only on 31 Readiness items was processed. With 67% of the Variance Explained, 9 factors were extracted from the Readiness scales, and evaluated combined with SM model:. Herein following (graph.4.18;4.19) the combined SM-Readiness model. 107 Graph.4.18.SM EFA on Readiness items only-Source:Author(2010) 108 Graph.4.19.SM EFA on Readiness items only 2-Source:Author(2010) A relevant number of days devoted to process EFA according to different factors required and/or according to their combination with the use of Cronbach‘s alpha have determined an in-depth assessment analyzed in chapter 5. Herein following other EFA outcomes according to SM Model. 109 b) SM factors identified Cronbach‘s Alpha and Bilateral correlation on 60 items gave relevant results shown in tabs.4.10-4.15: Tab.4.10.Bilateral Correlations and Alpha(60 items)-Source:Author(2010) 110 Tab.4.11.Extensive Dialogue factor items-Source:Author(2010) 111 Tab.4.12.Extensive Direction factor items-Source:Author(2010) 112 Tab.4.13.Extensive Updating factor items-Source:Author(2010) 113 Tab.4.14.Clues of Animation factor items-Source:Author(2010) 114 Tab.4.15.Extensive Appropriatness factor items-Source:Author(2010) Graph.4.20 reports the means of SM factors: Graph.4.20.Extensive SM Factors’ items Means-Source:Author(2010) 115 4.2.2.3.Final SM model EFA a) 2 SM model EFA with 28 and 34 items In appendix 1 this full EFA exercise is called ―Last SM EFA-EFA 8th July‖: 1. PAF-Varimax (34 items) Graph.4.21.SM EFA 34 items(Alpha is indicated upper in each column)-Source:Author(2010) 2. PAF-Oblimin (28 items) 116 Graph.4.22.a.SM EFA 28 items-Source:Author(2010) Here below the UN-iverse is now described by 28 items and 5+1 SM factors (graph.4.22.b). 117 Graph.4.22.b.SM EFA 28 items-Source:Author(2010) 118 Graph.4.22.c.SM EFA 28 items-Source:Author(2010) b) Core-items of SM model The 28-items EFA gave relevant results on items (tabs.4.16a,b,c): 5 identified SM factors are well identified. The ex-post analysis of items is matched with OD model showing useful outcomes (tab.4.17). 119 Tab.4.16.(a).SM Factors Core-Items-Source:Author(2010) 120 Tab.4.16.(b).SM Factors Core-Items-Source:Author(2010) 121 Tab.4.16.(c).SM Factors Core-Items-Source:Author(2010) 122 c) Integration of SM model Core-items with OD model labeling In conclusion, the items corresponding to the 5 factors identified have been assessed in-depth, also matching them with the OD model labeling (graph.. The ex-post analysis of items is matched with OD model. Tab.4.17.Cross-cutting SM Factors Core-Items with OD model-Source:Author(2010) 123 5. Analysis of Data 5.1.Exploring the Field: Descriptive Statistics and EFA Narrative 5.1.1.Introduction The rationale behind Chapter 4, that presents all the relevant results, is here below. Para.5.1.2 reports the Descriptive statistics enabling to make sense partially on self-explanatory results, partially on interpretations of these data, also after their submission to interviewees. The key-indicator is the analysis of general Means, group of items and the ranking of means per item. Para.5.1.3. assesses the OD model from the perspective of Means of items belonging to OD variables, and via Exploratory Factor Analysis Para.5.1.4. evaluates the EFA proceedings done under a SM model combined with the OD model Para 5.1.5. identifies 5 main SM factors in the field: the 5 factors group the items extensively. Para 5.2. develops the SM model analysis, narrowing the number of items under the new 5 SM factors until to identify core-items for each factor. The author explains how this enables to formulate the opportunity for the establishment of a new scale on readiness to change, based on 5 SM factors. Para.5.3. re-introduces the Analytical Framework (graph.3.1), and evaluates the cross-cutting of the 5 SM factors with the OD model in the 4 dimensions of change. Para.5.4 formulates a synthetic Sensemaking of CN, triangulating quantitative and qualitative results. 124 5.1.2.Descriptive Statistics 72% of the UN-iverse remains unrevealed to the Survey. The number cannot be underestimated before to move forward the analysis. In addition, 6% abandoned the Survey before to give any answer. 8 % gave partial answers: the general mean of their answers (4.87) is slightly lower than the fully filled surveys (4.89), showing similar readiness towards change and a similar perception of CN. Para.4.1.1. seems sufficiently self-explanatory. 5.1.2.1.General Analysis of Means a) The Index of Readiness/Openness, expressed by the Averaged Mean to the quantitative component of the Survey is 4.89. On 1-7 Likert spectrum the value is almost high. UN China is ―almost ready to go CN‖: a ―positive bias‖ towards CN exists. But how is this average achieved? How is the field characterized in its structure? b) The ranking of items‘ Means (see annex) provides with interesting insights. The 1st ranked item “In the long run I feel the adoption of CNP beneficial for UNC” got 6-point average, expressing confidence that CNP will be absolutely appropriate to UNC. As second item in the ranking: ”Adoption of CN will provide UNC with a clear, new, sense of direction”, built up on SM direction, does not leave room to doubts on direction. 29 items register >5: CN is a target UNC wishes to get. Through “I do believe in the values of CN strategy”; and “Through CN strategy, we will better address our stakeholders‟ and partners“, UN staff seem to adhere to the sense of direction provided by CN. All >5 answers contain CN wording, except three cases (9th,21st,25th): ―UN gives me a sense of pride”; ―Sharing knowledge is a pleasant activity”; “I feel totally in agreement UN vision and mission”. The second one encourages on the capacity of UNC to inspire suitable 125 conditions of dialogue; the others are adhesions to principles, significant in terms of UN identity in the context. The open answers of questions 1,2,3,8 (Ann.graph.5.1) in the annex) give a solid contribution to our SM purpose: CN advancements align UNC to the external environment; UN should keep up the bar on CN in China; with CN harmonizes internal efficiency and UN mission in the external environment. c) As soon as the means gets lower, SM of CN starts to work. >5 grades award also the motivation associated to CN, the confidence that bottom-up approach will be helpful, the certainty that CNP is just the beginning of a longer sustainable journey. Also some items on Self-confidence to learn, to be part of, CN and to handle it smoothly, present >5 means. <5 averages awards “I possess the skills required to implement change‖, and, significantly, also the need of CN to attract financial resources has high value, not challenged by other priorities. Lower in the ranking appear the long list of requirements to make ready an organization via the ―management involvement‖. This is not a surprise for the emergent nature of CN in UNC, but 4.3 to ―supervisor‘s availability‖ to discuss, and 4.1 to Knowledge Sharing as (un)rewarded activity is significant. 3.5 are given to the competitive value of UN on CN, despite 30% of the respondents think UNC should be leader in CN. A lack of Knowledge, a certain resistance to change emerges, the management involvement is requested, UN seems suffering of lack of vision on CN, UN staff in China does not recognize how CN involves a change in lifestyles (anngraph.5.2). d) Summarizing the above, as soon as the Survey lists specific issues related to the ―implementation‖ of CNP, the enthusiasm gets lower. The main problems for UNC to adapt itself to changes are summarized in anngraph.5.2. Maybe a good interpretation of the general ranking of means comes from a moderated critical UN 126 leader interviewed: to the question “Is CN a good common goal for One UN?” answers: “Harmonization and simplification of business practices‖ ranked number one, CN is second, third Gender, but “Carbon Neutrality now risks to be just a Popular Bandwagon!” 5.1.2.2.Beyond CN as an emergent change a) There are certainly constraints (lack of funding), but there is acknowledgement that CN is a long-term investment. The key-issue is that UN should move from emergent change (represented by CCNI) to a planned change (anngraph.5.3.). b) Actually the interpretation of CN in UNC as a popular bandwagon is challenged by an array of data. It is true that people under their 30s registered 5.23 and the over 30s, 4.88; but there are no differences between those with fixed contracts and those with temporary contracts (both groups reach 4.9). Few are those that respond to be able to find in UN skilled colleagues (4.5), showing that the Survey‘s result has not been affected by CCNI ―bandwagon‖. c) The risk that only friends to CCNI were among the respondents is low: the level of awareness on CN is low (4.1), equal for global UN level and UNC. Despite the young UN experience of CCNI participants, the average of answers of those with UN experience >2 years (4.9) are higher than those with <2 years UN experience (4.7). d) Summarizing, the SM relevant issue is the quest for a planned, “top-down‖ strategy shown in open answers. The emergent change spirit of UNC CN is still visible there, with the awareness that UNC will deal with a long-term investment, but resources and staff to complete CNP seem necessary. CNP are endangered by the confusion on the topic: CN is a technological output, an equivoque in Weick‘s vision. 127 5.1.3.OD Variable means & OD Model EFA a) The means of the OD model do not reserve big surprises. Generally, the factors used in literature are confirmed (graph.4.15). The affective commitment (pride, need to push CN), followed by normative commitment (the sense of duty to CN) are >5. Readiness and Awareness are >4.9, vision of change 4.8 and Knowledge Sharing dimension in the context 4.79. The openness, (information sharing and confidence in encouraging environment) is lower (4.43). b) OD model EFA helps to identify some gaps. UNC considers appropriate any move to CN but this happens despite a scarce involvement of management and the unclearness of benefits that CN will bring to individuals. This last sub-factor is not clearly visible from EFA (tab.4.2). It is the Change Efficacy that emerges as the capacity to adapt ―individually‖ to the emerging need to go CN. Self-esteem presents high values, linked to the Readiness-Change Efficacy factor (tab.4.3-4.5). Unfortunately Locus of control did not work (tab.4.5). Its set of items cannot be used in our EFA as its Cronbach‘s Alpha is very low, the average also low: it represents the only relevant constraint registered by the EFA. c) After having cleaned the responses by items with low communalities, 1 only-readiness (tab.4.7) and 2 general EFAs (tab.4.8,4.9) gave relevant results. The main factors of OD variables were recognizable (Readiness and Openness-Appropriateness, Readiness-Management, Readiness-Change efficacy, Awareness, Vision, Commitment, Knowledge Sharing) but still with confusion regarding many of them. 128 d) Summarizing, general EFA (47 items;tab.4.8,4.9) done according to OD model did not sufficiently explain the field. EFA suggests that a better explanation of the underlying factors to the UN-iverse of research should be tempted, through labeling and grouping the variables in a new way. 5.1.4.EFA combining SM and OD Models An array of Sensemaking Model General EFA combined with OD model started on July 1st (graph.4.16;4.17). EFA-sessions with 60 and 52 items gave relevant results but still confusing: Sense of Direction (with loadings around Readiness-appropriateness); Dialogue (loadings around Knowledge Sharing), split in dialogue on change and context-related dialogue, were well identified. Vision of CN items also represented one factor (maybe separated between external and internal vision). Other factors presented items belonging to different variables. These trends were predominant especially on the first three, and most relevant, factors. In this phase Updating and Animation were not visible through our EFA. SM model combined with Readiness to Change A key-EFA followed ―only‖ with Readiness-to-change 31 items (graph.4.18,4.19), combined with SM labels: Dialogue (loaded around the management ability to induce it) and Direction (loaded around appropriateness) were evident; 1 factor loaded around Management involvement + appropriateness variables. Another factor loaded around Change Efficacy (a sort of individual adaptation to CN). Moreover the personal involvement in the field was identified (participation to emergent change?). 129 5.1.4.A change of paradigm: SM model EFA The EFA on Readiness represented the bridge to a change of paradigm in the query for the underlying factors describing the field. Before the submission of questionnaire (para.3.3.2.3.3.C), the majority of the 70 items selected for the final Survey had been labeled according to SM. At this point a complete SM re-labeling was needed to address the results. A lot of items were shifted, 60 items examined (using EFA and Cronbach‘s Alpha) and re-labeled according the SM model + Appropriateness. After the re-labeling, it was possible identifying 5 main factors composed by a consistent number of items (Tab.4.10-4.15). In particular: -Extensive reading of Dialogues through 13 items was identified; -Extensive reading of Direction through 14 items was identified: -Extensive reading of Updating through 12 items was identified; -Clues of Animation through 8 factors were identified; The presence of a 5th SM factor defined as ―appropriateness‖ to be included between the 4 SM factors, was taken into consideration, therefore: -Extensive reading of Appropriateness through 14 items was identified. Appropriateness as plausibility. Change literature – and UN Annan‟s report – are unanimous: without management supporting a change initiative cannot be undertaken. But our appropriateness presented also items on participation, Change efficacy for the organization (separate from those items identified as individual adaptation to change). Weick‘s theory was very supportive here. ―I need to know enough about what I think to get on with my projects, but no more: which means sufficiency and plausibility take precedence over accuracy‖ (Weick,1995:62). CCNI in UNC, as an emergent change, did not provide UNC with exhaustive knowledge on CN: but maybe enough. Confirming this, 130 one of the recurrent reactions before, during and after the interviews was ―I do not feel particularly skilled with CN‖. According to Cole and Harris (2006) ―appropriateness addresses the possibility that individuals may embrace a vision but not agree that specific change is appropriate to support that vision‖. In SM words, after having impressed a direction, a proposed change must become plausible for the staff, before its implementation, maybe not necessarily after an accurate evaluation, certainly before that a process of updating initiates. The identification of appropriateness was a key-finding: it provided with a conceptual basis for separating direction (a top-down-planned change) from updating (a bottom-up-emergent change). A third SM dimension, not individual, not management-triggered, but synthetic, structural and corporate, was inserted between Direction and Updating. Consistency of the 5 SM factors identified Generally EFA extractions gave Cronbach‘s Alpha results always higher in favor of a wider SM factoring compared to OD factoring. Cronbach‘s Alpha of Appropriateness (.909), Direction (.920), Dialogue (.834), Updating (.849), all present good results. The results were generally higher than some ―corresponding‖ or ―closer‖ OD factorsxliv. Only Animation (.726) remained a little bit controversial: its items are really unstable in their correlations. 5.2.Development of SM analysis The identification of 5 factors consents to assess the Readiness to CN of China from a SM perspective through another analysis of means (graph.4.20): -The means of direction (5.3) and appropriateness (5.1) are high. 131 -Updating and Dialogue means are acceptable (4.96), but require more care on behalf of the management. -Animation (4.6) results low enough to ingenerate attention. Two EFA extractions with 34 and 28 items (the most significant, (graph.4.21;4.22) were conducted to ascertain the visible presence of 5 SM factors. The factors presented high correlations between Direction and Updating, and between Dialogue and Animation. Appropriateness correlates highly with all the factors, but mainly with Updating and Direction. What makes relevant the 28 factors-EFA are the following findings: -The 5 factors are illustrated by a number of core-items, lower than in the extensive readings, but more internally consistent (tabs.4.16.a,b,c). -An ex-post evaluation of the items of 5 SM factors crossing-cutting by OD variables (tab.4.17) gives the basis of the analysis of the next paragraphs. Para. 5.3, recalling the analytical framework, is entirely built according to this ex-post evaluation, cross-cutting OD and SM model. 5.3.Analytical Framework: an ex-post evaluation crossing-cutting OD and SM models Through the Analytical Framework of the Research (graph.5.1.), it is now possible addressing the 4 dimensions of change, endowed with the 5 SM factors identified. 5.3.1.Content of Change Moving from the horizontal red arrow on the axis Content, Context and Individuals; Content of Change dimension is represented by two factors: Direction and Updating. 132 Graph.5.1.Analytical Framework Direction (17 items) – Mean 5.3, Alpha .920 Since the preparation phase, on change as a driver of direction there have never been doubts: CN is a target, it is Weick‘s pretext (anngraph.5.4). OD model (tab.4.17) well illustrates what the direction is composed of. The lack of management support in UN China is replaced by commitment and direct participation (CCNI). The related items are expressions of direction, replacing the strategic, management-driven “impulse”. The planned change factor (existing or as a wishful thinking) is replaced by personal, affective and normative commitment and, in part from corporate identity that can be enacted randomly, at local level. Regarding CN we should emphasize that the cultural strength of sustainability plays a substantial role. CCNI as an emerging change can attract for its innovative value. Updating (8 items– Mean 4.96, Alpha .849 The items of updating (anngraph.5.5) reveal that the intrinsic ―encouragement 133 through improved situational awareness and closer attention‖ theorized by Weick (2009,II:236) moves, mainly, from individual efforts. Readiness based on I-items, change efficacy driven by individual adaptation (the wish to learn, to update yourself, building your own change) is updating features: managing change means managing your own, individual, change. To updating belong, for the strong correlations, another factor: two items related to the awareness (or the participation) to the current CN activities in UNC or in UN (items-62,63). If changes are capable to trigger updating, they can be part of a latent (or an ongoing) emergent change, and management should build its strategy of change on emerging roots that updating provides. In other words, Updating as individual initiative is the first engine of emergent change. It is worthwhile making an attempt of detailed explanation on why is the case, through the core-items (tab.4.16.c) of updating, in an “individual scheme of emergent change” (graph.5.2). 134 Graph.5.2.Individual scheme of emergent change –Source:Author(2010) 5.3.2. Context of Change The context of change does not present the same clear vision offered by Direction and Updating. This is due by the construction of the survey, that has a bias on change more than on the ―context‖, not deliberately created but occurred due to environmental constraints recommending a cautious approach to the research (e.g. on trust and leadership). Luckily, the UNDP Survey (UNDP, GSS, 2010) provided with helpful support to compensate the gaps in items selection of context side, but it is not enough. The 135 organizational culture of any context needs to be diagnosed in-depth to make more consistent the considerations on dialogue and animation. Dialogue (12 items-Mean 4.91 Alpha .834) Due its high visibility, Dialogue is maybe the most critical issue of this survey, a turning point: it appears in more than one SM factor. Without KS, CN challenge will be lost. The awareness (and the capacity of communicating) that a change is happening (planned or emergent, CCNI) has been seized. In an extensive reading of dialogue, external environment and competitive trends are taken into account. It is this factor that – once a diagnosis of Change will touch also partners, stakeholders, competitors, customers -will shift its natural environment to the networking, consenting the organization to have access to substantial updates imported from the external to modify in-depth the organizational assets towards change. Management can do a lot to create “respectful dialogue” with minor processing devices (incentives). Animation (6 items-Mean 4.6 Alpha .726) There is a reference to KS also in the animation (anngraph.5.7): it represents the struggle for innovation, together with competitive issues that energize and innovate, and the need to reward who is innovative. If dialogue is critical, the presence of animation is truly controversial to be confirmed. Alpha is the lowest among the 5 SM factors. If it is animation, that gets individuals moving and ―generating experiments that uncover opportunities” necessary to implement CN. But what happens when the culture of the organization belongs to another national, cultural or educational background? 136 Animation issue takes into account Weick‘s warn on “not challenging an organization culture‖. UNC has still strong elements of Command and Control organizational vision. Culture, with its stable (Pride to be UN; sense of duty) or emerging issues (competition and market; ―advocating for a low carbon economy and society requires change from within") could, and should, be in some extent an allied strength for driving change, and getting results. In the wording of a Chinese leader: “In Chinese philosophy, giving is getting. So if we stay in the One UN level, and take actions based on first I belong to the UN and then to the agencies, we make our life easier and perfect. Our internal grievances are exhausting. If we set them aside and do some creative work, we can make changes. Carbon Neutrality is a very good platform for that”. This leader would like to take advantage of another emergent change – one-UN -to animate also CN. A relevant issue is whether in order to win, it is better a command-and-control culture than setting free the people to implement effective CN processes In a bottom-up approach (lifestyle and work-style changes). Emerging issues that could not be dealt with by the research. 5.3.3. Individuals The third dimension of the Analytical Framework is the individuals. OD model stresses on their attributes, SM on their perceptions, the images of change that they will transmit to the organization, becoming image embodied by the organization. The individual dimension found its surprising confirmation in the unexpected and integrated factor of appropriateness. Appropriateness (15 items-Mean 5.1 Alpha .909) Through appropriateness, the Perception (not accurate but plausible) that change is feasible emerges. Appropriateness, direction (and sometimes updating) confuses each other during the most extensive sessions of EFA. Very tight boundaries 137 (maybe also for an issue of number of respondents) divide them. Appropriateness presents strong correlations with all 4 SM factors, in particular with the change-content dimensions. If there is not a sound appropriateness any planned change (direction-driven) and any emergent change (updating driven) are fated to fail. Appropriateness enhances readiness to change, making the content of change (CN) a driver, a facilitator of further activities. It is true that CN calls to a change where actions with global benefits (CSR) and strong cultural (sustainable) background find place, and therefore with CN an organization is not simply modifying an old procedure through the introduction of a minor technological device. But appropriateness represents the key of the bridge built between OD model (Holt) and SM model, through Readiness-Appropriateness. Moreover, appropriateness unifies individual values, situation, structure and individualities, with static, structural, hierarchical and with dynamic, ceaseless, organizational dimensions. It is the element capable to merge in one synthetic enactment and perception, the content of change and a situational context (graph.5.3). 138 Graph.5.3.Appropriatness-Source:Author(2010). “Any attempt to increase effectiveness will fail If all it tries to affect is what people notice And not what they do, as well” Karl Weick (quoted,2009,II:197) 5.3.4.Change Process: Strategic Management, interviews The interviews to the UNC leaders unveiled the 5 factors already identified, envisioning them in a strategic perspective. Through the Content-Process and Context-Process axis (white rectangles,graph.5.1) moving from what are perceived as contextual constraints and/or contextual drivers (or possible how of future CN strategies) were disclosed. The narrative – (in annex) an interpretation of images and interpretations -intends to create a thread between the most significant wording and phrases. This inquiry on the process-component of change, as an attempt to assess the leaders‘ interpretation of how of change, comes naturally at the end after having spent 139 literature, questionnaire and a survey on content and context of change, through individual staff answers. With UN leaders in China good insights were raised on the implication of recent UN reforms and changes (as treated in the Literature para.2.5). The ambitious change program pre-figured by SG Ban Ki Moon conflicts with Annan‟s vision: when this research started, in October 2009, no action on CN had still been decided by the UN China Management, but only at single agency level, in few of them, UNDP China leading. One of the answers from leaders is that too many change were announced, not followed by implementation. CN and change are not still connected. So far, only GHG inventories have been officially required by the agencies HQs. Under this background, in peripheral UN facilities, the announced change towards CN could only receive benefits from any action of emission reduction facilitated by SM approaches implemented in the field. It was unavoidable that two SGs intentions of change merged, mixed, sometimes compared, sometimes conflicted. Among the consequences of this narrative we could observe that: a) Any planned change not followed by consistent follow ups affects the real change. b) The SG "change of broom" seemed detrimental for managing even the original, Annan‘s, planned, change: one-UN reform first. c) CN strategy as additional to previous, non-filled, planned change had a vicious how since its start, making all the related planned changes difficult to attain, and catalyzing consensus. Furthermore: d) The lack of endorsement of Annan‘s report affected his planned changes; e) The merged strategies of two SGs created confusion and somewhere conflicts in the staff; 140 f) The upside of this situation was the launch of emergent initiatives of change, such as CCNI, inspired both by ban Ki Moon‘s CN and by Annan‘s one-UN principle. Summarizing, a number of contradictions between different planned changes and a number of emergent changes differently inspired within staff and management, occurred even at local level. A CN UN is, in other words, an emergent change ascended in parallel to the descended CN planned changes decided by UNEMG. 5.4.A synthetic Sensemaking of CN Combining the quantitative and the qualitative outputs, it is possible to formulate the following findings: -CN is a target and a pretext but, if fostered with a number of considerations related to Corporate Social Responsibility, its definition could be the following:  CN is a process of decisions and activities by which an organization thinks and operates to maximize the reduction of its Carbon Footprint, optimizing and harmonizing it with its mission, the organization‟s objectives and the satisfaction of its members. This definition of organizational change takes into account two important aspects: 1) Global, common, objectives of reducing the organization carbon footprint; 2) The realization of the internal organizational optimum in terms of the relationship between CSR, Human Resources satisfaction, financial capacity and GHG Emissions, requiring planned changes. -An organization must adopt a CN strategy, maximizing the achievement of corporate objectives and its organizational and financial health, aiming to CN as a target. But SM perspectives elaborate CN as a pretext and a technological output, with the ability to influence the staff, independently from the strategies adopted. In conclusion, in a lack of strategy, CN as a pretext of 141 change will entail a set of internal processes, as ―emergent changes‖ embedded into the organization. Theoretically good results must be emphasized: -The 4 SM theoretical pillars (emergent change, a new theory of intervention, the removal of inertia and programmatic change), the 4 SM drivers of change and OD readiness to change can contribute each other at conceptual and methodological level, adding value to any research on organizational change. -The following results (graph.5.5) were achieved with the study: o OD & SM model could be integrated in a useful way; o EFA makes visible the 4 SM factors o EFA makes opportune adding Appropriateness as a fifth SM factor; o SM emergent change is driven by Updating. Graph.5.4.Synthetic SM of CN 142 Graph.5.5.Four main Theoretical Findings 5.5.CN & CSR Certainly, there are similarities between the theoretical universe of CN and CSR. One of these is related to the fact that the behaviors of organizations‘ members are influenced both by the adoption of a CSR strategy and a CN strategy, whether put in place from the organization. We could now paraphrase Basu and Palazzo (2008:123) that ―studying CN through the lens of SM as a feature of a general organizational character and, at local level (i.e. at cultural level), might provide a robust conceptual basis, rather than simply analyzing the content of CN-related actions within a certain context and over a certain period of time‖. This is precisely the author‘s position, as the ―shift towards CN‖, must be driven through the organizational features of UN China, rather than imposing top-down complex contents of activities entailing pre-established recipes towards CN. 143 5.6.CN as a planned and emergent change EFA and interviews establish strict links between updating and emergent change and between direction and planned change, mainly from a conceptual point of view, that is worthwhile to explore in further researches and through different tools. In chapter 5, we started to do it with updating as individual initiative, first engine of emergent change. It would be important going in-depth in the future, also with other factors. “May this strongest of the Powers and devourer of the destroyers Manifest by his presence the words and their understanding, And may they who in their extension are lords of plenitude, Brightest in energy, Pour forth their plenty and Give their impulsion to the thought.” (Rig Veda 1.77, 2-3) in Sri Aurobindo 5.7.The added value of SM SM seems to be the right tool to advance the ambitious behavioral changes required by EMG of UN. In this study SM has certainly followed OD model, but the final outcome is not only that SM approaches could help to make more meaningful the OD model. It is also true the other way round: SM conceptual apparatus on OC can be beneficiary of OD quantitative tools and research. With its focus on social actor doing rational choices and endowed with values (e.g.: sustainability) OD needs also of a better approach on the how. With its emphasis on Change Efficacy, Personal Benefits, Management involvement, organizational benefits + need for change, then shifted to Appropriateness, OD shows some limits when the research deals with strictly organizational, structural aspects or with strategic choices. The move of OC towards new future developments, where sociological and psychological elements are jointly evaluated, side by side with corporate, 144 organizational, technological and productive perspectives, will much more need SM. Especially in a global context, where different cultural issues cross-cut. SM added value is provided by its nature. SM is non-merely psychological and not entirely sociological approach. SM is the social construction theory assumed at organizational level. The factors underlying change – Direction, Updating, Dialogue, Animation and Appropriateness -belong to the structure. They are visible and present in the organization, where and until when the freedom of the social factor (expressed by the organizational animation) is limited to, and by, a field. Through SM, the organization is able to perceive itself through its staff knowledge, motivation, enactments. The 5 SM factors are images of the organization, perceived by individuals, who think, talk ―as‖ the organization, and that make the organization able to ―walk its own talk‖. 145 “Expressing what exists is an endless task”. (Maurice Merleau Ponty, Sense and Non-Sense, 1948:15) 6. Conclusions and Recommendation 6.1.Premise to the conclusions In the annexes, possible future developments of the research are comprehensively treated, and emphasis on the optimal, potential, boundaries of the current SM research, necessarily involving the external environment is given. To ensure complete effectiveness, this research must be repeated in 1 year from now. It is recommendable in the future that thorough references to the organization culture are added to the context assessment. The construction of a questionnaire on it should involve national researchers to focus better on national culture. The weakness in the means) of the content-factors (animation and dialogue) are great insights to start a Carbon Neutrality strategy based on Knowledge sharing and innovation, but also a prove of weaknesses in the items related to the organization culture. This constraint was however an assumed a-priori to the study: Trust, national/international, gender issues appeared too sensitive to be emphasizedxlv. This awareness is one strengthening point to make replicable the research. Another limitation was the time. This research defied the literature lesson that make SM project duration being more than 12 months: it seemed having been successful. The opportunity to make replicable the study was possible for the vast number of items scrutinized during the preparation phase of questionnaire: the study presents now good roots and boundaries to make easier any replicable study, multiplying the variables involved. The author argues that this research in UN China will be an important addition to the CN literature as ―CN in Intergovernmental agencies‖. 146 6.2.Answers to the Research‘s Questions a) Regarding the “Pragmatic Approach aimed to Explore CARBON NEUTRAL PROCESSES IN UN CHINA” Q1: Is UN China ready to put in placing planned Carbon Neutral Processes? The answer is positive. Descriptive Statistics, Interviews state that UNC is ready to move to a planned CN change. With some exceptions, leaders and staff are raising a two-ways (bottom-up and top-down) wish that the leaders of UNC agencies establish clear local strategies on CN. In addition, OD model averages and the Means of 3-out-of-5 SM factors identified are high enough to make us believing that UNC is ready/open to change. Animation and Dialogue on CN should be targets for a Carbon Neutrality Strategy in UN China. Q2: Is Carbon Neutrality a change content suitable to support the Sensemaking approach of the organizational change? Theoretical Approach, EFA and Interviews, give a positive answer. CN seems a suitable change topic (and EFA its methodological corollary) to put in evidence the 4 SM drivers of change. Generally, CN seems also capable to keep open the 4 SM drivers, as content endowed with suitable characteristics to do it. The high values of the means of the 5 SM drivers (with the exception of animation) prove this result. CN is a Change-content that, as a target is perfectly suitable to function as a pretext of emergent change under Weick‘s assumptions. b) Regarding the Theoretical approach aimed to “Explore an INTEGRATION OF OD MODEL & SM MODEL” 147 Q3: Through an Exploratory Factor Analysis is it possible to give quantitative evidence to SM approach to the change in UN China, in particular demonstrating the existence of the 4 Sensemaking foundations of change (Direction, Updating, Dialogue, and Animation: DUDA) as drivers of organizational change? The answer is positive. It is based on EFA, and in particular on:  An array of EFA on 60 and 57 items,  EFA on readiness variables,  The EFA with 28 items confirming that 4 factors can be extracted, without being confused to other factors, and to be well correlated among themselves. The 4 drivers (+ appropriateness) are visible to EFA in the organizational field. Direction and Updating are Change Content-related and they are strongly relevant. Animation and Dialogue are context-related and present relevant difficulties in absence of an in-depth organizational culture assessment. Appropriateness, thoroughly present in the field, reproduces together Content, Context, individual perceptions, and reflects the 4 SM drivers. Q4: Is it possible to demonstrate that the 4 Sensemaking foundations of change (Direction, Updating, Dialogue, and Animation: DUDA) are relevant, complementary, factors to the Organizational Development approach, in particular supportive in organizational pre-change audits? A positive answer comes from careful considerations under theoretical approach + EFA. The two paradigms should be used jointly to map the field of research on pre-change from two different and complementary perspectives: -A good added value of this approach is represented by tab. 4.17, where the 5 factors identified by the SM model EFA have been crossed-cut with OD model sources of items extracted, providing relevant amount of insights. The integrated approach provided also with another result: appropriateness that is an OD variable could be adopted by SM model. 148 Connected to Q4, the Research gave an UNEXPECTED OUTCOME. In the theoretical background of OD it is possible to find an array of variables and related items shaping the first conceptual basis of a new SM scale of ―readiness/openness to organizational change‖ composed of Direction, Updating, Animation and Dialogue, Appropriateness as variables. It is a new scale of Readiness/openness to organizational change, where the 5 SM factors present specific OD characteristics to be reproduced to make the scale replicable, and likely to be validated with more research. 149 References Aarons,G.A.(2006). Transformational and transactional leadership: Association with attitudes association toward evidence evidence-based practice in mental health services. Psychiatric Services.57(8), 1162. 1162-1169. 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Thinking outside the bun: the manager's role in sensemaking In Development and Learning in Organizations Volume: 20 Number: 5 Year: 2006 Pp 12-14 159 Available on internet at: http://www.emeraldinsight.com.ezproxy.liv.ac.uk/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0810200504.html White, B., 2000 Dissertation Skills, Thomson, Singapore Wright, A., The role of scenarios as prospective sensemaking devices In Management Decision Volume: 43 Number: 1 Year: 2005 pp:86-101 Available on internet at: http://www.emeraldinsight.com.ezproxy.liv.ac.uk/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0010430107.html 160 161 Abbreviations and Acronyms used CA Cronbach‘s Alpha CCNI: UN China Climate Neutral Initiative: it is the emergent change initiative currently ongoing on Carbon Neutrality in Un China CERAP: Carbon Emission Reduction Action Plan (UNIDO, WHO, UNAIDS) CN: in this research means indifferently Carbon neutrality and Climate Neutrality CNP: Carbon Neutrality Process CO and COs: UN Country Office(s) of UN agency DUDA: Direction, Updating, Dialogue, and Animation EFA: Exploratory Factor Analysis GHG: Green House Gases HQ: Headquarter IPCC: International Panel of Climate Change LR: Literature Review OC: Organizational Change OD: Organization Development PAF: Principal Axis Factoring – Type of EFA ROP: readiness/openness SG: UN Secretary General SM: Sensemaking UN: United Nations UNC: UN China as a whole UNCT (intended as UN Country Team in China: composed by the leaders of all the agencies, coordinated by a Resident Coordinator (RC), that is a UNDP staff) UNDP: United Nations Development Program UNEMG: Environment Management Group: Coordination Group of UN, encharged with internal environmental task, including Carbon Neutrality and composed by high level members from all the UNFCCC: United Nations Framework Convention on Climate Change UNGTCCEE: United Nations Team Group on Climate Change Eneregy Environment 162 Acronyms of the UN Agencies in China: FAO: Food and Agriculture Organization ICAO: International Civil Aviation Organization ILO: International Labour organization IOM: International Organization for Migration UNAIDS: United Nations for Aids UNEP: United Nations Environment Program UNESCO: United Nations Educational, Scientific and Cultural Organization UNFPA: United Nation Population Fund UNHCR: United Nations High Commission for Refugees UNICEF: United Nationd international Children Emergency Fund UNIDO: United Nations Industrial Development Organization UNIFEM: United Nations Development Fund for Women UNODC: United Nations Office on Drugs and Crime UNOPS: United Nations Organization for Project Service UNU: Unitd Nations University UNV: United Nations Volunteers WFP: World Food Program WHO: Wolrld Health Organization UN APCAEM: United Nations Asian Pacific Centre for Agriculture Engineering and Machinery 163 ANNEXES and Appendices 5.4 -A plausible Narrative on the fourth dimension of change: the Process (Interviews) 1) Context-process Significant words transcriptions of the interviews are in the tables below, utilized as a map for a brief narrative. The majority of interviewees started from contextual constraints to change:  long-term staff are less enthusiastic than staff new to UN. Actually CCNI emergent change initiative is not availing on long serving staff, but staff having 6-7 years of UN experience are in, and pride to serve UN, is really high in it.  UN misses a ―realistic approach‖ that makes so appropriate to take action on CN. But the wish of making sense of CN was raised mainly to solve the strong equivoque of CN strategies not implemented, yet, two and half year from their launch.  CN is a technological output, hard to explain in any training. There is a great gap in its understanding, especially among the leaders. 164 fig.5. 1  the hard fact to work in China seemed to some leaders convincing constraint to UN change purposes in UNC. Despite some of these warnings, the idea of moving straightforward against cultural aspects of organization is not predominant. Culture for some leader is insteadasignificant driver for change. UN, representing a multivariate cultural approach, should show the pathway. Communication and related messages, however, should be modified, taking into account the local cultural aspects. Culture is an allied force for driving change. The key-issue is wondering if a command-and-control culture can reach operational goals (CN?) in a smoother way than setting free people to implement, bottom-up effective CNP. 165 fig.5. 2 Actually interpretingteaches that what for some is a constraint for others is driver or facilitator. Leaders identify three drivers of Animation, existing in the context and capable to drive change: 1. The current Chinese Cultureand its characteristics; 2. The focus on the how more than on the whatand then. 3. Consequently is recommendable: a. Establishing competition between UN agencies; b. Creating indexes of CN; c. Establishing targets, doable and reachable. All these emerging topics, ―Chinese growing economy‖, ‖Chinese changing society‖, competition between agencies should induce to take the ―global momentum, to 166 impose deadlines to be respected‖. It is the sense of urgency that, for the leaders must prevail. If we are at the urgency Weick explains that emergent change is not anymore viable (tab.. For leaders, a shift to leadership intervention is needed. Translated for our research, the emergent change must leave room to the planned one: this seems unanimous. fig.5. 3 Animation Controversial point: cultural point. Is it the case to do something or not? Cultural organization analysis must be done in depth. Few tools have been used on this point. The managers (leaders) are coming from other countries, there is a big gap between their attitudes and the cultural reality in China. It is possible that the less animated UN CO will produce the best redution of emission. 167 And then a mix of Command and Control (on flight for example an iron fist, a ban on more than a certain number of hours is requested) Content Driving Animation and Dialogue Opportunities of having experts in all the sectors related to CN: technologies, new technologies, clearing the field from equivoques especially for management, leaders, team leaders; Identification of knowledge managers of CN capable to move dialogue internally Dialogue Programs of lectures wider that include sustainability and how CN is connected to CC negotiations, politics (Chinese government is the point of reference on everything is happening on this context. 168 fig.5. 4 3) Content-process From emergent to Planned Change – Need of Leadership All the interviewees – no exception – suggest CN emergent change in UNC becoming a planned – legitimate, inspired by management – change. Between the 82 respondents is plausible that several are those participating to CNNI. The individuals not only link together content and context, through their perceptions; the perceptions become a general sense of appropriateness of moving towards CN processes, that takes all the directions. The interviews evaluated the if, what, how of this appropriateness, taking into account that a general consensus on planned change has not been established in UN China. Actually, with no other benchmark as research on CN is hard to state that emergent change on CN in UNC 169 worked or not. Certainly, some additional outcomes were attained, given the average of readiness achieved. The soft activities of emergent, finalized to awareness, can leave the place to training. It is time to educate people. Transformational images of leadership emerge, and a genuine attention to create a ―respectful dialogue‖ in UN. There are ―low hanging fruits‖ on CN that must be pursued: it is the energy efficiency topic circulating in UNC: investments reduce the running costs. Paybacks of the investments via savings in electricity and heating bills are possible in two, two and half year. A roadmap to the ―small and quick wins‖ (Weick,2009) on CN, is open. tab.5. 1 Direction Explain better in what CN will consist now on: planning more, ensuring that the main objective is reducing with zero and low costs, no sacrifice of the people (or salaries in this phase) 170 Action plans clarified, maybe better if they are in one-UN, rationalization of offices at long-term Use of CN target value: targets and ceilings (travels and consumption of energy) fig.5. 5 The quick wins will get that consensus needed to transform an emergent change in a planned one. Updating, with its stages roadmap will leave room to direction. 171 fig.5. 6 Context resilient to direction and updating enacted by a planned and emergent change It means that individual should be encouraged to take actions despite the managers are not still included in them. The discussion during the interviews became very interesting. Agency by agency differences became sensible and sense-able. 172 fig.5. 7 More decentralization will help a lot to move fast towards considerable outcomes in reducing Carbon emissions, and substantially to reduce the UN Carbon Footprint. Brief notes on 5 SM factors & the strategic management of change. If, in an organization the level of appropriatenessis not adequately high the CN strategy should be adapted to the single environmental (and cultural) conditions. Creating appropriateness must entail the establishment of a comprehensive strategy that will address all the 4 SM dimensions of change. If dialogue is not adequate means to stimulate must be settled: it is through the dialogue that appropriateness to an emerging change could be expanded. If it is the animation, innovation to lack the management will intervene in the (sometimes rigid) hierarchical structure. If there is a lack of direction, the change in itself must be explored, unless is the leadership that will be fully involved. 173 ANNEX to Chapter 1 1.1. Secretary General Ban ki Moon stated in October 2007: "Around the world, nations, cities, organizations and businesses are looking afresh at green options. I asked the chief executives of all UN programs, funds and specialized agencies to move swiftly towards Carbon Neutrality". Consequently, In 2008, UNDP China has drafted its first GHG Inventory (years 2006, 2007, 2008). Among its first activities, China Carbon Neutrality (CCNI) Initiative has established an agenda. However, It is not the purpose of this research discussing on the results and the outcomes of the ongoing activities promoted by the current initiatives for a Climate-Neutral UN, in China and/or globally (CCNI). 1.2. CCNI in China included among its outcomes other current activities undertaken in China (undertaken under the UN Climate Neutrality Initiative in China). 1.3. We should stress that In 2006 ―Carbon Neutral‖ received the award as New Oxford American Dictionary‘s Word of the Year, (OUP Blog, 2006) 174 ANNEX to chapter 2. 2.1. LR, Organizational Change and Sensemaking 2.1.1.The literature review aims to compare the OD approach – interested to readiness, openness, commitment to change, and other variables – with SM conceptual approach, its emergent change and the SM foundations of change. 2.1.2. According to a SM approach, the use of verbs are preferred to nouns (Weick,1995:188). People who think with verbs are more likely to accept life as ongoing events into which they are thrown, and less likely to think of it as turf to be defended, levels of hierarchy to be ascended, or structures to be upended. Sensemaking itself is ongoing and the sense it makes, transient. Verbs force us to face that. Nouns do not. Because verbs are closer to the dynamics of a process, to change a verb is to take the first step to change a process‖ (K. Weick, 1995, p.188). In a SM interpretation, Change is ―the way people talk about the event in which something appears to become, or turn into, something else, where the ―something else‖ is seen as a result or outcome‖ (Ford , 1994). 2.1.3.Palmers explains that ―the images we hold of organizations affect our interpretations‖ of what we think is going on,…needs to happen, and how…things should happen. ..Images act as mental models, pointing us in certain directions in order to make sense of things going on around us‖. These images, sometimes referred to as metaphors, frames, or perspectives, are held by us often without our being aware either of their existence, or of how they affect our thinking, perceptions, and actions‖ (Palmers and al. 2009, 23). 2.1.4.For Palmers, ―Researchers are confronted with a plethora of views from organization development to processual theory, from sensemaking to contingency models, from prescriptive multi-step (‗n-step‘) models to perspectives derived from complexity theory and chaos theory. Researchers face what Weick and Quinn (1999, p. 364) have called ‗the sheer sprawl of the change literature…. This 175 approach echoes Weick‘s (1979) classic argument about the primacy of ‗organizing‘ over ‗organization‘‖ (Palmer, I. and Dunford, R. 2008). 2.1.5.The Paradigm in SM Weick‘s theory will be explained at a later stage….. This approach is to ‗map‘ the field of organizational change by identifying the ontological and/or epistemological assumptions underlying various approaches. For Van de Ven and Poole (2005), the ontological issue is whether organizations are treated as ‗things‘ or ‗processes‘, i.e. whether the focus is a structural entity, ‗the organization‘, or the process, ‗organizing‘ (Palmer, I. and Dunford, R. 2008). 2.1.6. Paradigm is for Kuhn, a set of quasi standard illustrations of various theories in their conceptual, observational, and instrumental applications.‖ 2.1.6.―If we are to attempt to change an organization, we must first understand where the organization is on the path to sustainability. Making the right diagnosis is as important in achieving organizational well-being as it is in achieving individual physical health‖ (Dunphy,2003) 2.1.7.if we work in the organization, we are part of what we are analyzing. According to Palmer and Dunford (2008) Weick‘s (2000; Weick & Quinn, 1999) SM theory shows how a range of sensemaking drivers assist individuals in developing their capabilities for managing the ambiguity of organizational change, ―reflecting an interpretation of events by organizational actors and observers‖ (March and Olsen, 1976:19). 2.1.8. SM sees people always in the middle of things. It means that we should have to do with the duration: it is a bergsonian concept absorbed by the phenomenology. For the phenomenology, we are thrown in the world, and the world is already there before any analysis we can do on it. According to Merleau-Ponty, a sense is a vision ―as a thought subjugated by a certain field‖ (Merlaeu-Ponty, 1945, 294). Sense is then a vision where there is an I on the World, in a specific situation (or field). ―We 176 have the experience of a world,…as an open totality, the synthesis of which is not terminable. We have the experience of an I,…that is ever – and with no divisions -undone and re-done by the flow of time‖ (Merleau-Ponty, 1945, 297). 2.1.9.Theory of action establishes that paradigms are ―sets of recurrent…illustrations that show how theories of action are applied conceptually, observationally and instrumentally to representative organizational problems‖.1 2.1.10.The emergent quality of change is not an abrupt or discrete event: neither is it by itself discontinuous‖This kind of change is the one experienced by the people in an organization with― everyday contingencies, breakdowns, exceptions, opportunities and unintended consequences of work‖. (Orlikowski, 1996; Weick, 2009). 2.1.11.Paradigm that the phenomenological vision of Brown (1978) assumes to be ―those sets of assumptions, usually implicit, about what sorts of things make up the world, how they act…and how they may be known‖ (in Weick, 1995, 118). 2.1.12.Putting in brackets that specific change, the SM ―makes no difference what‖ seems a sort of phenomenological reduction (an ) becomes another phenomenological contribution to the SM, as it will be explicit in the paragraph below, devoted to Carbon Neutrality (Basu & Palazzo, 2008) 2.1.13.One of the possible developments of this research will be to provide more conceptual background to each of these 4 channels, but reasons of space cannot allow going more in-depth on this point. 2.2.1. It is not an aim of this research opening a discussion on the balance between ideological, sociological, cultural and scientific representations of sustainability. Certainly sustainability and the CN processes have started to be under this kind of scrutiny, but this branch of research is in its initial status. 177 2.3. From Annan‘s Report ―these reforms will give us a much more productive Organization…more highly motivated staff. This would be a very modest investment compared to the cost of not reforming. The return on investment, benefits that all Member States and their peoples can expect from a truly effective UN, attuned to the needs of the 21st Century, will be of immeasurable importance to the world‖. ―Experience within the United Nations system and elsewhere tells us that reform or change initiatives often fall apart or are not sustained over time unless there is strong leadership from the top, supported by a group of managers and responsible officials assigned full-time to making change happen. It would therefore be naive to expect the comprehensive transformation described in the present report to happen by itself. The Secretariat and Member States, working closely together, will have to refine the blueprint and convert it into detailed proposals, with a disciplined implementation strategy — which must itself be the product of consultation. For the change I propose, which is above all a change of culture, cannot be achieved overnight. It is urgent, and I am determined to implement as much of it as I can in the nine months left to me as Secretary-General. But it needs to continue steadily over a period of years. And this will not happen without an appropriate structure to manage it and drive it forward‖ (UN Report SG to AG, 2007). ―Managing change of this magnitude is not a part-time responsibility. It will be necessary to set up a dedicated capacity within the Secretariat — a change management office, with clear terms of reference and a time limit — which I propose should work closely with a small but representative group of Member States to provide support and guidance. This office, which would report to the Deputy Secretary-General, would work with heads of department and other key leaders within the Secretariat to plan and coordinate the implementation of the reforms. It 178 would monitor performance and hold heads of department accountable for their delivery. It would establish taskforces to identify and resolve specific challenges and would supervise their work. It should be led by a highly respected, senior-level manager with deep organizational knowledge and a full understanding of the context as well as the content of the reform agenda, who would be respected by, and have access to, the key decision makers in the Secretariat‖ 2.4.The Field: emergent change status An emerging element raised with this research was the opportunity to assess all CN-related activities adopted by UNC to provide its leaders with suggestions for local, complementary, actions. UNC leaders meet every second Tuesday of the month, and in February, in April and In July 2010 meetings have dealt with these topics, though a real strategy is not approved, yet. UNC has repeatedly praised the SM activities ongoing, but UN CCNI is not a formal UN Theme group; its existence relies on two formal one-UN groups: a) UNTGCCEE b) Operation Management Group. If CN hard-processes (emission reductions, investments) will be implemented in UNCthrough planned change activities, an effort to make it successful will necessarily imply the incorporation of themes and issues rising from emergent change components. CCNI so far concentrated its efforts on soft-activities, such as monitoring, awareness, SM, advocacy, low costs activities etc.fig.2.22). 179 Fig.2.1.List of actions informally adopted by UNC on CN-Source:UNCT(2010) The combination of planned change and emergent change will entail a number of interesting facets that still must be explored, including the perceptions that employees and leaders of UNC have on CN, contributing to the social construction of CN and its full SM. Good insights to UNC organizational culture were provided by the UNDP GSS (Global Staff Survey, 2010), that though unable to give indications also on non-UNDP UNC agencies, was used to frame the general orientation of UN China staff to some themes and issues, such as Communication, Management-Staff relationship, Trust, Sense of direction, etc. (see appendix 4). For UNC, the actions to undertake under CN ―label‖ constitute a new step after a long array of change attempts undertaken (with different fates). CN in particular might have direct consequences on readiness/openness to change, opening pathways to Knowledge Sharing or inducing strong resistances. In particular, CN can show the direction of UN China changes; it might enhance the respectful dialogue; could encourage the updating, triggering animation. 180 ANNEX to Chapter 3 Analytical Framework – Boundaries of the research -Implicit Boundaries of the Research: Why Coach and Interpreter Image? 3.1. Narrative on the Role of Researcher Once entered into a field of research, SM requires dealing with the perspective of researcher. Weick‘s approach moves from ―how can I know what I think until I see what I say?‖(Weick,1995:18). Regarding a dissertation we should paraphrase it: ―how can I know what I think until I read what I write?‖ or ―How can I know where I go with my research until I see what are its outcomes?‖. The sequence of this work in-the-field is in progress, yet, while the SM of UNC CN is moving forward, through CCNI. The author likes to freeze it now, and make its narrative visible. The role played by this researcher starts as interpreter of change. At the time of ―dissertation proposal‖ CN in UNC was interpreted as a planned change, not yet implemented. Moving forward, the role of the researcher has been transformed in agent of change, and several activities have been started in parallel with the research: learning sessions, workshops, missions from UN officers, etc. (see para.2.6.1.). Summarizing, step by step, it became tangible that OC associated to CN was not planned change, but emergent change voluntarily carried out by the researcher, jointly with other UN staff in China. The requirement to elaborate a GHG inventory (currently, still the only official requirement from UNDP HQ) cannot be intended as an organizational planned change, yet. This is not the only emergent change carried out by the researcher: the dissertation proposal matched the one-UN principle, subtly endorsed by UN (see appendix 4) and still subject to several ambiguities. Furthermore, this research confirms as the literature on UN organization mainly comes from UN internal boundaries. The number of constraints encountered during 181 survey preparation (formalities, bureaucracy, precautionary approaches, risks that any support gained at the beginning could have been suddenly over-turned) maybe explain why. SM interviews to leaders were held. During the interviews, as internal staff to the organization the author had dialogues that probably would have been denied to a non-participant observer. Without that ”hat he could have encountered a lot of additional constraints during the preparatory phases and could not have easily access to leaders thoughts. These reasons must be not underestimated when we think to the setting of the interviews. It was difficult to separate – especially in the eyes of the interviewee – the role of the researcher (as interpreter of change) from the role of change agent that presents data with the expected purpose to use them to enact actions on CN. The role of researcher as agent of an emergent and ―cultural‖ change (or as participant observer: add literature piece), entailing the adhesion to a set of values (sustainability) carried out by the researcher/agent himself must be contemplated. 3.2. Analytical Framework 3.2.1. Towards a SM Analytical Framework of the Research UN China (fig.3.1.) is represented as a triangle moving from T0 to T1, experiencing an organizational emergent change. OC is inquired in the 4 dimensions captured by OD models: Content of Change; Context where the change happens; Processes of change and individuals perceptions. The analytical approach used is the one introduced by OD models (readiness+other OD variables).To the OD model a SM model was added that follows the 4 pre-conditions (DUDA) of SM and Change, described by Weick. This choice has entailed two differentiated and distinct steps during the preparation of the questionnaire and then in the analysis, to be detailed later. 182 Fig.3.4.Diagnosis of UN China change towards Carbon Neutrality-Source:Author(2010) The methodology intended remaining faithful to OD tools of diagnosis of change, using quantitative models. As far as the author is concerned, SM, for specific pre-conditions existing in its theoretical background is not pursuing quantitative objectives. For instance, SM emphasis on the ―enactment‖ (that creates raw data, and information that the system adapts to) seems to be an obstacle to inquiry an organization through a questionnaire. However it should be emphasized that in the shift from OD model to SM model, the interpreter of change will shift its object of exploration: not ―attributes of change content‖, but images of it; not attributes of Context of change, but images of the organization; not attributes of individuals at the internal perimeter, but their perceptions or their images and meanings of change. This last point is particularly important. Weick writes quoting Chatman (1986): ―When we look at individual behavior in organizations, we are actually seeing two entities: the individual as himself and the individual as representative of his collectivity…the individual not only acts on behalf of the organization, but acts more subtly ―as the organization‖xlvi (Weick,1995:23). The individuals ―as the organization‖ of the ―old Weick‖ matches with the ―new Weick‖ (2009:192) when he clarifies that ―enacting the raw data and labeling‖ require a separation. To support this point comes also that labeling in SM happens in retrospective to any enactment. Then t1 t0 183 one of the goal of SM questionnaire will be to get cues on the strategies to drive CNP in UNC. 3.2.2.Analytical Framework of the Research Research assumption is that the strict boundaries of the study are internal (see appendix 2), and that the Culture of Organization cannot be fully explored. The context will remain partially unexplored. Content, Context and Individuals, represented in a triangle, are scrutinized quantitatively in order to pursue, at a later stage, through qualitative analysis (semi-structured interviews) the wider diagnosis of Change related to CN. The interviews will move more from the statistical descriptive results of the questionnaire than from EFA. This helps to make sense of a strategy that UNC leaders will use in the future. EFA, instead, is aimed to explore the field, seeking the 4 SM foundations of Change (Direction, Dialogue, Animation, Updating, DUDA). If UNC will keep open them all in its CNP efforts, the change will be successful. The result of this approach is shown in fig.3.2. The diagnosis occurred in particular on the line Content-Context, utilizing the Individual answers to a questionnaire as a synthesis of this assessment. The individual answers have been used to create an individual level of SM (Harris, 1996), through images that in the structural assessment will become images “as perceived by the organization”. 184 Fig.3.5.Diagnosis of UN China change towards Carbon Neutrality-Source:Author(2010) The three dimensions Content-Individual Perceptions-Context will help to provide an assessment on the 4th dimension, the Processes that UN China put, and should put in place to change. Analysis (e.g.: to keep open the 4 channels of SM and Change) has followed two directions (fig.3.3.): 3) Axis Content-Process: to identify the right strategies of change, experiencing (or strengthening) Updating and Direction. 4) Axis Context-Process, to explore how the organization will experience (or strengthen) Animation and Dialogue. Fig.3.6.Context and Content of change linked to the 4 Conditions of SM and emergent Change-Source:Author(2010) This approach finds an interesting cross-cutting confirmation by Steinthorsson (&Söderholm, 2002), that focuses on the Content-Context-Process assessment to give value to their concept of embeddednessxlvii and the ground of existence of the 185 organization. The study seems methodologically fundamental to this research also because its ultimate objective is influencing the strategic choices of UNC on CN. Three features described by Steinthorsson, a)Networking (dialogue); b)creation of tasks (animation & updating); c)mobilizing action (animation) are three characteristic of UN work, globally and in China. SM processes internally to these organizations are essential for the grounds for existence of this kind of organizations. Fig.3. 7.Embeddedness and Strategic Management-Source:Steinthorsson&Söderholm, 2002) The three Steinthorsson‘s dimensions are finally appropriate for explain UNC. CN strategy could become one of UNC motives for ―grounds for existence‖. 3.3. Boundaries at excludendum Despite the lack of literature concerning the organizational culture of United Nations, and, therefore, despite the lack of elements to produce the needed back up, it seemed natural, if not obvious, focusing for our research on two shaping-images of change. The explanations for this choice are not redundant, but are part of the risks, the boundaries and the premises of the research. Lets try to summarize them: 1) The attempt of studying the universe of UN staff in China in relationship to the latest pressure for shifting to UN Carbon Neutrality (CN), moves from the perspective that, despite the announcements and the decision taken at central level, the change driven by CN has not reached the leadership of UN in China. The author, hence, retained to be a mistake (or at least a premature move) to put in relation the CN with planned, coordinated, organized and controlled change. This is 186 also an explanation on why the processes to put in place for reach CN in UN China constitute the field to be explored through the interviews. 2) Consequently, it did not seem appropriate, without a consistent and confirming decision taken by the senior management of UNDP or the UN Resident Coordinator‘s office in China, to move towards an inquiry on CN and Change from a planned and directed perspective of change. The research, despite the needed endorsement had from the Management of UN in China, is actually different and very far to be a survey ―required by‖ the UN Country Team members in order to build up a ―CN strategy‖ for the Country Team of UN. 3) The semi-endorsement had by UN China Management Teams explains also, as anticipated in the chapter on methodology, how the focus of this research can be pushed beyond of the internal border of UN China, despite the feeling that such a research regarding ―making sense‖ of a substantial corporate choice for UN will result at the end incomplete. 4) It was not in the scope of this research understanding the organizational culture of UN, topic that seems very sensitive to the UN China Senior Management. 5) Among the sensitivities of the questionnaire the author identified questions or items to be judged as auditing the performances of the current managers. Many items found in literature have been averted to avoid negative repercussions on the administration of the questionnaire and the research. 3.4. Boundaries at includendum But Palmers and Dunford (see tab. 2.1.) analysis of the 6 images of organizational change encouraged also a positive attitude towards Coach and Interpreter image. Images/Phenomena Vision Communication Resistance 187 Coaching Emergence of vision is positively related to the facilitation skills of change leaders interacting with their followers to shape desired futures Communication focusing on getting emotional commitment to shared values is a principal positive determinant of comfort levels Developing the personal confidence and capability of resistors contributes to the lowering of their resistance Interpreting The ability to articulate the inner voice of the organization, that which is lived, be it core ideology or values, is positively related to development of organization identity Helping people develop an understanding of ‗what is going on‘ through a narrative approach, such as using story telling and metaphors, contributes more to comfort levels than do most other forms of communication Identifying and addressing negative ‗scripts‘ that individuals have about change contributes to the lowering of their resistance Tab. 3.1. Research Propositions of two images according to 3 Phenomena/Concepts: Vision, Communication, Resistance (Palmer and Dunford, 2008) One unproven perspective that moved the research was that the organizational culture of UN, despite any reality that can be explored through questionnaires and interviews, should be ethically inspired by a participatory approach, such as the one well depicts by the OD theories of change (Haapaniemi, 1996). Under this shaping-based approach, management style must respond to necessary ―consensus building needed toenact the vision‖ (Palmer, I. Dunford, R., 2008; Lipton, 1996), should respect the talents and the characteristics of the employers and the environmental circumstances, and should utilize ‗underscoreand explore‘ interactions (Clampitt, DeKoch andCushman, 2000) for change, rather than relying on a command-and-control management style. 3.5. Boundaries of the research: Conclusions The premises above have conducted the author, naturally, towards the shaping-based approach of management, well represented by Coach and Interpreter images. In fact the nurturer image – as unintended outcome of change – has not been retained particularly appropriate for UN China, where the intention – or partial 188 intention – of change seem important drivers for determining the success of change. Summarizing, shaping-based approaches seemed more suitable to the scope, the aim of the research and its intimate premises. The high number of consultations, talks, meetings, to set up decision-making, that are featuring UN China is a proven ―enactment‖ of a prevalent shaping-based image in UN China. 3.6. Beyond the present Research: the optimal Boundaries of the research To aim to a complete assessment, the SM analysis of Change in an organization should occur on both the internal and external level of the organization. And this is what we are exploring in this paragraph. The interpreter of change tries to activate a full SM diagnosis, where even an analysis on the external side of the model is conducted. Fig. 3. 5. The external-internal Analytical Framework of SM in organizational Change in UN China Operating a diagnosis at external level, assessing the stakeholders, the competitors, the environmental processes, the external strategies (what the organization says, 189 how the firms behave, how it operates, etc), network and capacity to keep alive the network (though some items in the questionnaire could get these results) would be certainly needed and is strongly recommended as possible follow up of this research.A great contribution and example in this sense is given (see above fig. 2.11.) by Basu &Palazzo (2008). An assessment at external level will require a lot of time and there are several reasons to make it impossible under the current circumstances. 3.7.Beyond this Research, SM and a new code of change: towards the High Reliability Organizations (HRO) A planned change usually can produce animation and direction, but we should pay attention also to the other components, that are not ensured, and engaging all four simultaneously is better ensured by emergent change than by planned. Sometimes, planned change pay attention to compliance and not to the effects of the outcomes. Change finally could even inhibit the four channels, making the ambiguity increasing, slowing the change processes. What Weick seems expecting from keeping open the 4 channels is the building of consensus on what is happening. If the organization is not able to walk the talk of change, but continues to talk the talk of change, therefore with a certain level of hypocrisy, the risk is persisting in the ambiguity, that ―triggers to move the people back to the routines that were what change intended to abolish‖. Weick (2009) is for a new ―code of change‖, where organizational change is not management induced, but emergent change laid down by choices made on the front line‖. The job of management is interpreting and certifies the change. The management labels and tells the world the adaptive choices taken by the front line. Emergent change means a change that has its source within the organization, somewhere in the front line. But what is invented out of the organization must be regarded as suspect. 190 To explore better this new code of change, leaded by the front line, following Weick on the 4 conditions or ―drivers of SM‖, we should move beyond the border of this research, including, for example its considerations on organizational culture, that is a too wide area of study and research. The most recent studies of SM involve the concept of mindfulness, or the mindful organizations, the impermanent organizations and the high reliability organizations (HRO), and a number of new and very advanced conceptualizations of the organizational management, entailing the general idea to lead organizations to be able to manage the risk, the crisis, unexpected situations. HRO are organizations that ―practice a form of organizing that reduces the brutality of audits and speeds up the process of recovering‖ (Weick & Sutcliff, 2007, 1). They are characterized by a preoccupation with failure; a reluctance to simplify; a pronounced sensitivity to operations; commitment to resilience; and by deference to expertise. For example, ―decisions are made on the front line, authority migrates to the people with the most expertise, regardless of their rank, a person who has specific knowledge of the event‖ (Weick & Sutcliff, 2007,16). To conduct this transformation an organization must change its culture, a task ―hard, slow, and subject to frequent relapse‖ (Weick & Sutcliff, 2007,120). The lesson from Weick is never to start with the idea of change the culture. To change the culture, Weick suggests to start from symbols, behaviors, values, through the capacity of pursue small, and hopefully quick, wins; ―wins that set cumulative changes in motion‖ (Weick & Sutcliff, 2007, 147). ―The small wins strategy produces change without confronting the system directly or aggressively, through opportunistic, concrete, complete, implemented outcome of moderate importance‖ (Weick & Sutcliff, 2007, 139). The small wins have impact through doing something tangible, creating a context where change is now possible, because new allies have been attracted and opponents have been deterred. This attention to the small wins pays its tribute to the increasing attention given to the micro-level processes, such 191 as the activities that take place at lowerlevels in the organization (Stensaker, 2008Bartunek, Rosseau, Rudolph, & DePalma, 2006; Jarzabkowski,2004). Weick writes that attention tothe failure ―designates continuous attention to details to detect small discrepancies that could be symptoms of larger problemes in the system‖. This preoccupation to the minor processes leads to an attention to continuous change. Through this preoccupation with continuous change ―people see events that keep changing and internal responses that keep changing‖ (Weick, 2009, 101). 3.8.1. Cronbach‘s Alpha Alpha is applied to groups of items: if its value is above .7 the scale is relevant to the research, and the items represent a scale. Requiring (fig.2.18) what value will have the scale if the item is deleted identifies better items resulting uncorrelated: dropping from the scale an item that is the cause to keep lower Alpha value would increase the internal consistency of the scale built up. Making such a repeated use of Alpha, combined with EFA gives the researcher the opportunity to discover internal consistencies of groups of items, analyzing them and interpreting their relationships, and consequently discovering the factors underlying that determine the characteristics of the sample and the Universe of a research. Fig.3.6.Cronbach’s Alpha 192 Fig.3.7.Values of Cronbach’s Alpha with items deleted 3.8.2 Trial EFA 193 Fig.3.8.From the Annex: Items’ reduction process through Alpha Cronbach’s calculation of (Knowledge Sharing Variable)-Source:Author,2010 194 Annex to chapter 4 4.1. Exploratory Factor Analysis (EFA) An exhaustive list of EFA proceedings are presented in appendix (appendix 1). Herein following (and in chapter 5) some milestones of the EFA sessions processed have been presented. A prevalent use of Principal Axis Factor (PAF) has been done, selecting eigen values over 1 at the beginning of each session and gradually deciding the number of factors retained more suitable to each session. Two types of Rotations have been used (Varimax and Direct Oblimin) to emphasize the correlations between the factors. Scree plots have been evidenced several times. 4.2.2.SM Model 4.2.2.1.General SM EFA The two General EFA done according to OD model (graph.4.8,4.9) did not sufficiently explain the field. A first Sensemaking Model General EFA was done on July 1st after the last OD model, a first set of macro-analysis covered 60 out of 70 items. It was used PAF-Varimax again. 195 Annex to chapter 5 5.1.Exploring the Field: Descriptive Statistics and EFA Narrative 5.1.1.Descriptive Statistics 72% of the UN-iverse remains unrevealed to the Survey. The number cannot be underestimated before to move forward the analysis of the answers to the questionnaire and the outcomes of the interviews. In addition, 6% abandoned the Survey before to give any answer. 8 % gave partial answers: the general mean of their answers (4.87) is slightly lower than the fully filled surveys (4.89), showing similar readiness towards change and a similar perception of CN. This analysis will not comment the para.4.1.1.for reasons of room. 5.1.1.1.General Analysis of Ranking of Means The Index of Readiness/Openness, expressed by the Averaged Mean to the quantitative component of the Survey is 4.89. On 1-7Likert spectrum the value is high. UN China is ―ready to go CN‖: a ―positive bias‖ towards CN exists. But how is this high average achieved? How is the field characterized in its structure? In Appendix the ranking of items‘ Means is shown (see app.1) providing with interesting insights. The 1st ranked item “In the long run I feel the adoption of CNP beneficial for UNC” got 6-point average, expressing confidence that CNP will be absolutely appropriate to UNC. As second item in the ranking: ”Adoption of CN will provide UNC with a clear, new, sense of direction”, built up on SM‘s direction, does not leave room to doubts. 29 items register >5: CN is a target UNC wishes to get. Through “I do believe in the values of CN strategy”; and “Through CN strategy, we will better address our stakeholders‟ and partners“, UN staff seem to adhere without conditions to the sense of direction provided by CN. 196 All >5 answers contain CN wording, except three cases (9th,21st,25th): ―UN gives me a sense of pride”; ―Sharing knowledge is a pleasant activity”; “I feel totally in agreement UN vision and mission”. The second one encourages on the capacity of UNC to inspire suitable conditions of dialogue; the others are adhesions to principles, significant in terms of UN identity in the context. The open answers of questions 1,2,3,8 (fig.5.2) give a solid contribution to our SM purpose. fig.5.1 >5 awards also the motivation associated to CNP, the confidence that bottom-up approach will be helpful, the certainty that CNP is just the beginning of a longer sustainable journey. Also some items on Self-confidence to learn, to be part of, CN and to handle it smoothly, present >5 means. 197 As soon as the means gets lower, SM of CN starts to work. <5 averages start with “I possess the skills required to implement change‖, and, significantly, also the need of CN to attract financial resources has high value, and is not challenged by other priorities. Lower in the ranking appear the long list of requirements to make ready an organization via the ―management involvement‖. This is not a surprise for the emergent nature of CN in UNC, but 4.3 to the ―supervisor‘s availability‖ to discuss the implications of CN, and 4.1 to Knowledge Sharing as (un)rewarded activity is significant. 3.5 are given to the competitive value of UN on CN, despite 30% of the respondents think UNC should be leader in CN. fig.5.2 Summarizing, as soon as the Survey lists specific issues related to the ―implementation‖ of CNP, the enthusiasm gets lower. The main problems for UNC to adapt itself to changes are summarized in fig.5.3. Maybe a good interpretation of the general ranking of means comes from a moderated critical UN leader interviewed: to the question “Is CN a good common goal for One UN?” answers: “Harmonization 198 and simplification of business practices‖ ranked number one, CN is second, third Gender, but “Carbon Neutrality now risks to be just a Popular Bandwagon!” 5.1.1.2.Beyond CN as an emergent change Actually CN in UNC as a popular bandwagon is challenged by an array of data. It is true that people under their 30s registered 5.23 and the over 30s, 4.88; but there are no differences between those with fixed contracts and those with temporary contracts (both groups reach 4.9). Few are those that respond to be able to find in UN skilled colleagues (4.5), showing that the Survey‘s result has not been affected by CCNI ―bandwagon‖. fig.5.3 The risk that only friends to CCNI were among the respondents is low: the level of awareness on CN is low (4.1), equal for global UN level and UNC. Despite the young UN experience of CNNI participants, the average of answers of those with UN experience >2 years (4.9) are higher than those with <2 years UN experience 199 (4.7).A SM relevant issue is the quest for a planned, “top-down‖ strategy shown in open answers. The emergent change spirit of UNC CN is still visible there (fig.5.4), with the awareness that UNC will deal with a long-term investment, but resources and staff to complete CNP seem necessary. CNP are endangered by the confusion on the topic: CN is a technological output, an equivoque in Weick‘s vision. 5.3.The Analytical Framework: an ex-post cross-cutting OD and SM models Through the Analytical Framework of the Research (fig.5.8), it is possible to address the 4 dimensions of change, endowed with the outcomes of the last EFA, cross-cutting OD and SM models according to the 5 SM factors revealed. We will start on what we called as ―diagnosis of Change‖: the horizontal red arrow on the axis Content, Context and Individuals. 5.3.1.Content of Change Content of Change dimension will be represented by two factors, emerging in our EFA: Direction and Updating. 200 fig.5.7 Direction (17 items) – Mean 5.3, Alpha .920 Since the preparation phase, on change as a driver of direction there have never been doubts: CN is a target, it is Weick‘s pretext. fig.5.8 OD model clarifies here, what the direction is composed of. Missing the 201 management support, as CN in UNC is mainly driven by an emergent initiative change, we can find mainly commitment and direct participation items: they are expressions of direction, replacing the management strategic “impulse”. In other words, the planned change factor (existing or as a wishful thinking) is replaced by personal, affective and normative commitment and, in part from corporate identity that can be enacted randomly, at local level. Regarding CN we should emphasize how much the cultural strength of sustainability plays a substantial role. CCNI as an emerging change can attract for its innovative value. Updating (8 items– Mean 4.96, Alpha .849 The items of updating reveal that the intrinsic ―encouragement through improved situational awareness and closer attention‖ theorized by Weick (2009,II:236) comes, mainly, from individual efforts. Readiness based on I-items (Harris), change efficacy driven by individual adaptation (the wish to learn, to update yourself, building your own change) are updating features: managing change means managing your own, individual, change. To updating belong, ideally, another factor: two items related to the awareness (or the participation) to the current CN activities in UNC or in UN. 202 fig.5.9 If changes are capable to trigger updating, they can be part of a latent (or an ongoing) emergent change, and management should build its strategy of change on the emerging roots that updating provides. In other words, Updating as individual initiative is the first engine of emergent change. It is worthwhile making an attempt of detailed explanation on why is the case, through the core-items (fig.6.7.c) of updating, in an “individual scheme of emergent change” (fig.5.9bis). 203 Fig.5.9bis.Individual scheme of emergent change –Source:Author(2010) 5.3.2. Context of Change The context of change does not present the same clear vision offered by Direction, Updating (and, lets see below, Appropriateness). This is due by the construction of the survey, that has a bias on change more than on the ―context‖, not deliberately created but occurred for environmental constraints recommending a cautious approach (e.g. on trust and leadership). Luckily, the UNDP GSS (appendix 4) provided with helpful support to compensate the gaps in items selection of context side, but it is not enough. The organizational culture of any context will need to be diagnosed in-depth to get more into consideration dialogue and animation. 204 Dialogue (12 items-Mean 4.91 Alpha .834) Due its high visibility, Dialogue is maybe the most critical issue of this survey, a turning point: it appears in more than one SM factor. fig.5.10 Without KS, CN challenge will be lost. There is the awareness (and the capacity of communicating) that a change is happening (planned or emergent, CCNI). In an extensive reading of this factor, external environment, competitive trends are taken into account. It is this factor that – once a diagnosis of Change will touch also partners, stakeholders, competitors, customers -will shift its natural environment to the networking allowing the organization to have access to those updates imported from the external that will be substantial to modify in-depth the organizational assets towards change. Management can do a lot to create Weick‘s “respectful dialogue” with minor processing devices (incentives to Dialogue and Knowledge sharing). 205 Animation (6 items-Mean 4.6 Alpha .726) There is a reference to KS also in the animation: it represents the struggle for innovation, together with competitive issues that energize and innovate, and the need to reward who is innovative. If dialogue is critical, the presence of animation is truly controversial to be confirmed. Alpha is the lowest among the 5 SM factors. If it is this factor (named animation), that gets individuals moving and ―generating experiments that uncover opportunities” necessary to implement CNP, what happens when the culture of the organization belongs to another national, cultural or educational background? Animation issue takes into account Weick‘s warn on “not challenging an organization culture‖. UNC has strong elements of Command and Control organizational vision. Culture, with its stable (Pride to be UN; sense of duty) or emerging issues (competition and market; ―advocating for a low carbon economy and society requires change from within, to be able to reach out to others "do what you preach") could, and should, be in some extent an allied strength for driving change, and getting results. In the wording of a Chinese leader: “In Chinese philosophy, giving is getting. So if we stay in the One UN level, and take actions based on first I belong to the UN and then to the agencies, we make our life easier and perfect. Our internal grievances are exhausting. If we set them aside and do some creative work, we can make changes. Carbon Neutrality is a very good platform for that”. This leader would like to take advantage of another emergent change to animate also CNP. 206 fig.5.11 The issue is to see if in order to win, it is better a command-and-control culture than setting free the people to implement effective CNP In a bottom-up approach (lifestyle and work-style changes). These are emerging issues requiring answers that could not be addressed by the research. 5.3.3. Individuals The third dimension of the Analytical Framework is the individuals. The OD model stresses on their attributes, the SM on their perceptions, their images of change that they will transmit to their organization, becoming the image that organization embodies. The individual dimension found its surprising confirmation in the unexpected factor of appropriateness. Appropriateness (15 items-Mean 5.1 Alpha .909) Through appropriateness, the Perception (not accurate but plausible according to the vocabulary of Weick) that change is feasible emerges. Appropriateness, 207 direction (and sometimes updating) confuse each other during many sessions of EFA. Very tight boundaries (maybe also for an issue of number of respondents) divide them. Appropriateness presents strong correlations with all the 4 SM factors, but in particular with the two change-content dimensions. If there is not a sound appropriateness any planned change (direction-driven) and any emergent change (updating driven) are fated to fail. Appropriateness enhances readiness to change, making the content of change (CN) as a driver, a facilitator of further activities. It is true that with CN an organization is not simply modifying an old procedure through the introduction of a merely technological device, but CN calls to a change where actions with global benefits (CSR) and strong cultural (sustainable) background find place. But appropriateness represents the key of the bridge seized between OD model (Holt) and SM model, through Readiness-Appropriateness. 208 fig.5.13 Moreover, appropriateness unifies individual values, situation, structure and individualities, with static, hierarchical and with dynamic, ceaseless, organizational dimensions. It is the element capable to merge in one synthetic enactment and perception, the content of change and a situational context. 5.3.5 INDiVIDUAL SCHEME TO EMERGENT CHANGE -Updating Through awareness of change in UN and in UNC on CN (items 62,63) we measure, the attention of an individual to: 1) Corporate initiatives, sometimes physically far from workplaces; 2) Local initiatives, closer to the individuals. Items 11,13,12,10 describe: 209  An individual initiating to put him/herself in relationship with a content of change, from the point of view of ―skills‖ possessed;  An individual measuring the past experiences of change and their connections with the current change, in order to evaluate ―potential‖ individual performances.  The self-confidence to learn the terms of change proposed, or included in the change.  The capacity of the individual ―to be in the loop‖ in the management of a change, ―once processes are put in place‖. The 4 items constitute a recipe of attention, self-confidence and capacity to self-transform behavior and maybe beliefs. The attention paid at the external is so combined with the awareness of what‘s happening in the corporate environment. It seems enough, but is not. Items 33 measures if the changes are perceived as necessary: it is commitment, or simply an evaluation of appropriateness (do not forget the strong correlations between updating and appropriateness). These 7 items miss one substantial thing to make a simple list of thoughts being transformed in first engine of emergent change. The item 52 expresses in fact motivation, the wish to enact. 210 211 Appendix – Interviews documents Diagnosis of Readiness to Change in UN China Making Sense of Carbon Neutrality Staff Perspectiveson Organizational Change Introduction to the UN Agencies’ Representatives – Brief for Interviews 212 Andrea De Angelis, Senior Climate Change Advisor, UNDP China Introduction In October 2007, The UN Secretary General Ban Ki Moon has announced to the world the UN commitment to walk the talk on the ―vital‖ issue of climate change. He stated: "Around the world, nations, cities, organizations and businesses are looking afresh at green options. I asked the chief executives of all UN programs, funds and specialized agencies to move swiftly towards Carbon Neutrality" (UN Environment Management Group, EMG, 2007). UN China has a narrow group of people, that, taking seriously the challenge launched by the SG, built up the UN China Climate Neutral Initiative. This research makes part of it. 6 months ago, the Initiative started and is now attended by officers of all the agencies of UN in China in a perspective of one-UN, to make sense of Carbon Neutrality (CN) in Un China. A new UN Common module has been organized. So far the Module organized the following Learning activities: March 2010: introduction, named Making Sense of Carbon neutrality; April 2010: a session on the meaning of GHG Inventory, at macro and micro-level, in China. June 2010: a special seminar with the participation of Niclas Svenningsen, the Head of SUN (Sustainable UN) office in Paris, an MBO agency that acts as the secretariat of the shift to Carbon Neutrality of UN. In addition, the Initiative took care of the Capacity building of UN China focal points (one in each agency) finalized to the correct use of the excel calculator settled by SUN for the GHG Inventory, through three appointments (called laboratory) in March, April and May 2010. A Survey on Staff Commuting, to calculate the footprint of transportation. This Survey, named ―Making Sense of Carbon Neutrality: Diagnosis of Change in UN China‖ The Survey and the China’s UNiverse of Staff 540 Questionnaires have been submitted to the Staff of UN China. The target of the Survey was reaching 80 questionnaires (around 15%) filled in order to allow a consistent Exploratory Factor Analysis (EFA). The Survey was on for three weeks: 82 full respondents – 15.185 % of the UN-iverse. Another 14% were partially interested to the Survey, as there were: 51 partial answers – 8.7% 36 abandoned – 6% 72% of the UN Staff in China was not assessed . 213 Roots of the Survey The Survey is aimed to: A) measure two main features in UN staff: 1) R -READINESS TO MOVE TOWARDS CARBON NEUTRALITY Through the measurement of: App. Appropriateness CE – Change Efficacy PB – Personally Beneficial Man-Management Perspectives 2) O -OPENNESS TO CHANGE TO MOVE TOWARDS CARBON NEUTRALITY Through the measurement of: App -appropriateness INF -information Part -participation B) To find correlations between 1 & 2 and the following Factors 3) Comm -COMMITMENT TO MOVE TOWARDS CARBON NEUTRALITY 4) Aw – AWARENESS ON UN CARBON NEUTRALITY PROCESSES 5) C-COMMUNICATION ON CARBON NEUTRALITY 6) V-VISION ON CARBON NEUTRALITY 7) KS -KNOWLEDGE SHARING & CARBON NEUTRALITY C) To find correlations between A & B with Sensemaking Approach to Carbon Neutrality, to improve the adoption of4 "SenseMaking" Drivers (Direction, Animation, Updating and Dialogue). 8) Verification of a SM Paradygm 10) PC&EC –Differences between a Planned Change and Emergent Change 11) Dir. – Attitudes to a sense of Direction 12) A – Perception of Animation or capacity to experiment that uncover opportunities 13) U –Encouragement to Updating, awareness, attention to the emergent change 14) D – facilitation of Dialogue Findings The Exploratory Factor Analysis is now in progress. Here below, there is a very synthetic summary of the first findings, that is aimed to present the Survey and prepare the representatives of different UN agencies to the interviews. 214 Interviews 215 The Interviews (60 minutes) will be structured on the following way: Comments on Findings (see also the PPT attached) Questions on the ways to produce animation, dialogue, direction and updating in UN China. Additional questions according to the circumstances. One-UN China Climate Neutrality Initiative UNDP China Country Office, 2010 Appendix – Hidden Scheme of the questions for the interviews on Making Sense of Carbon neutrality in UN China (Andrea DE Angelis) Main Source: CarrieLynn D. Reinhard, PhDRoskilde University -Dervin‘s Sense-Making Methodology, Applications to Interviews and Experiments 216 217 Appendix -Interviews transcriptions Interview 1: UNRC Reaction to the Survey: Bigger commitment from women but true of everything in life Normal that there is greater level of participation from internationals. Internationals are professional level and up and work mostly in programme while nationals in all levels and operations and programme. Normal that more understanding of the issue and relevance from higher level professional programme people Is Carbon Neutrality a good driver of change? Leadership is imperative!! We are in China. Bottom up people are very cautious to do it. It’s also cultural. Rewards can only come from leadership. Hence buy in of the leadership imperative. In some developed countries things can change from bottom up. But leadership important in every country First two things to do to move Carbon Neutrality forward: Have a chat to every head of the agency to explain Carbon Neutrality very well and get a level of commitment. Sell the purpose, which is legitimacy. (Matter of credibility of the UN). Focus on the long-term and short-term cost measures. Explain the limitations. Educate people. They just don’t have any idea what to change.They need to know with easy words what is going to happen and why is it good. Prepare a presentation that is simple and fun to watch What is an organization? The four SM factors Purpose Process Know how 4 How Carbon Neutrality fits into this model? Purpose – 33% of priority of UN is Climate Change Encouraged by the leader Credibility at stake Process – way we do things Know how Knowledgeable about Climate Change 218 Experienced Committed Interview 2: UNICEF Reaction to the Survey: Too many questions Personally unable to understand why questions about organizational change Many people did not respond because they don’t have time (e.g. they also did not respond to the learning survey) People didn’t understand the questions and left the survey Personal background: IT professional 10 years in UNICEF What is an organization? Structure Culture Resources (human and money) A mandate Why no move to Carbon Neutrality since mandate from Secretary General? Saving energy is nothing new Future savings are not as appealing as the need to spend money now Carbon Neutrality effect on the UN Country Team? Hot topic in the world so if we don’t do it, it will affect our image We could save money Investing money for CN is an issue Human resources issue – who will do this I would ask the operations people to implement it It won’t bring about big structural change – but additional tasks to certain units or people The average staff member would think that “this is none of my business” it’s the operations people that have to do it It would affect their personal life but not their job Have you experienced a similar story to Carbon Neutrality while working in the UN? There was an organizational review in UNICEF and HQ decided to implement ERP. It affects processes and people. It was pushed by the HQ. We had no choice. It was difficult. We spoke of it two years ago and we had to wait another 2 years. It was delayed again. No choice so had to accept. HQ brought training and information. Most people think we will have enough 219 time to learn. Not as much pressure now because we have another two years. The benefit will not come immediately. The beginning will be very difficult. It will be implemented in 2012 and we are in the middle of it. The local office is trying to let people know how the changes will affect them in meetings. First two things you would to make Carbon Neutrality happen: Pass the SG letter to all staff in UN China Create a workgroup to implement it How is this different from what we have already done? Agencies are scattered. I am not sure how many people participated in the trainings Has there been interest on the issue from UNICEF staff members? Questions to you as a Focal point? Was not here when the survey came out so did not get any questions Is UNICEF as positive about Carbon Neutrality as Survey Respondents? Yes the results would be the same for UNICEF as well. They responded to the internal commuting survey for the GHG assessment. Need for more education about Climate Change and Carbon Neutrality You need support from high-level senior management Interview 3: UNAIDS (14 Staff Members) Reaction to the survey: Too long Some of the questions were difficult The 74% who did not respond are concerned but just didn’t have the time What is an organization? Vision and mission statement Structure Governing Leadership and people who are committed to its mission Important for success in an organization: Leadership who is inspiring and committed to the mission and who can get the people to work as a team to deliver results Knowledge Management is very important and not always done well. The message of its importance should be reinforced. What is your idea on how to improve teamwork in the UN Country Team? Carbon Neutrality is a good common goal for all the UN. Get commitment from leaders Make it a participatory process. 220 Need to do evidence-based education and guided notice for preferred behavior It’s easier to bring people together but it will affect our personal life and we will have to give away some luxuries which are not easy to give up What to do to move this process forward? Present some results and have the heads of agencies encourage people to participate Leadership commitment is key We have leadership commitment in UNAIDS Hence best practice story from UNAIDS shared with UNAIDS HQ Why highest percentage of respondents new to the UN? Perhaps others just don’t have the time. Young people want to find out what’s in the UN Explain the disconnect between ideal and concrete in the survey results People just not very aware how CN affects them in their daily life. It is time to enter in the practical business and people will find it less complicated. Have you experienced change? Change is good. You have to keep pace with what is happening in the world and globally and in China. You have to be in pace with development China itself keeps changing If UN China wants to be helpful to China we have to know what the government is doing and respond to that You need to read a lot and keep your eyes and ears open. Why carbon neutrality is important that we do it now? Because Ban Ki-moon already committed to it Because of the global momentum We are part of the UN and we are part of the world Leader of UNAIDS was vice-chair of UN Task force on Environment The government is working on it and we are not (her husband works for the ministry of the Water resources) Other experiences with Change? Government started to get aware and be alert about the Public Health issues since SARs, hence better reception about the HIV/AIDS issue now. Before it was the UN that kept discussing with the government had no interest. First two things you would do as an RC after you look at the survey results? Decision-making on what are we going to do with the Survey results Evidence-based education – help them link it to their life 221 Parting thoughts? We should take ACTION!! For some things you need money, but for others not much!! Interview 4: FAO (20 staff members) Reaction to the Survey: I missed the email so did not respond We have too many surveys or questionnaires coming in for HQ and other places Why difference of enthusiasm between long-serving and new to the UN staff members? The longer serving staff members are less enthusiastic because they get less proud of the United Nations -they get disenchanted with United Nations What is an organization? Harmonious – everybody enjoys work Well organized – everybody should work hard Has objectives FAO and Carbon Neutrality: They mentioned this issue once in a meeting so we have a focal point We can do some things with the lights We can reduce mileage : All staff members are aware of the issue but not so much action The view is that energy is not expensive so no need to save Difficult for staff members to make the connection between what is dependent on them What would you do as a leader to respond to this bottom up request for Carbon Neutrality? We have a need for more rules and requirements Have you experienced change in your five years of service in FAO? Decentralization (Resource Mobilization and Country Programmes were decentralized) They decentralized but not much Interview 5: ILO (30 staff members) Things we can do at ILO and UN China: Raise awareness Surveying like you did Financial savings Paper recycling by partnering with other organizations Carbon Neutrality and Change in a UN Context: Not possible to be carbon neutral in the UN with all the traveling Not enough resources to offset 222 In ILO we would need a strategic policy decision by our governing body to go toward carbon reduction In principle, many people would be supportive. But when you talk about implications it’s another matter The UN cannot be a leader because we have high ideals but our processes are very lengthy. The distance between aspiration and what you can do is long. Therefore, we should pay real attention to the small wins Explore things to bring other people into the process Work on the commuting issue and travel, however careful on issuing blanket rules Guidelines on travel are doable – they should allow for multiple considerations including staff time Reaction to the Survey: Age of the respondents was also probably young With age, I have learned that there is a big gap between what you aspire to do and what you actually do in life Personal views on the Carbon Neutrality issue: Green jobs should be good jobs!! (provided example of miserable conditions in a computer recycling company) Carbon neutrality is not an inspiration to people leaving in Poverty!! It’s a great ideal but how you can ensure what happens down the line in these recycling businesses for example Greening presents countless conundrums e.g. 1) productive agriculture versus pesticides and fertilizers and safe agriculture policies; 2) beef production versus CO2 emissions; 3) organic agriculture versus hunger How to inspire people to work towards CN? Change the name from carbon neutrality to something with a more human message Offer examples of very practical things people can do in their lives Message should be tailored in different ways in different parts of the world You have to have “Vision and Faith” You need simple and inspired ideas like the “Cash for trash” example that managed to clean up the slums of Brazil or the tax breaks programmes for the employers who gave lunch coupons to their workers. How to inspire people to work towards CN in China? The Chinese have already set the direction in that way, which makes it an easy environment The policy framework is already in place in China. You already have the strategy and the incentives (sitting on a gold mine in solar panel resources). They have gone through a fast learning curve on this issue in China. You simply need to look for the simple 223 and inspired ideas like the ones we discussed Message Carbon Neutrality to the average Chinese – not only to the UN community in China Interview 6: ESCAP (currently 5 staff members but expecting 4 more soon) Reaction to the survey: The survey was very long Emphasis on willingness to change was very good More women than men Do they understand enough where this is going? -There is confusion where the overall objective is going ESCAP and Carbon Neutrality: Smallest Carbon footprint among UN agencies In large part because we don’t fly more than absolutely necessary Recycle paper by selling it to a recycler (120 RBM per kv) How to move the Carbon Neutrality issue forward in UN China? Even if China was not aligned to Carbon Neutrality, if the world is aligned the UN should be aligned to the issue Add education to the campaign!! Make it accessible by leaders. Give them prizes and have a competition – A simple certificate or a revolving trophy. The Resident Coordinator will support carbon neutrality but she needs to understand the issue better Quantify the savings! (Light, heat, transport, travel!) Show effect on budget! RC and heads of agencies need to get on board (through education). They are very important for influencing the staff considering the Chinese context where leadership is key Adopt the behavioral change at home as well as the office!! Stuff that UN Staff do at home because of savings they should do at work as well. UN staff should be encouraged to bring that conserving behavior at work Travel is something that can be worked on as long as the leadership links travel with how it contributes to the overall objectives of the organization Agencies should compete with one another – create a Carbon Neutrality Index (Example of local governments and business competitiveness survey index in Indonesia, which ranks local governments on attractiveness to business and inspired local governments to do great work on the issue. Ready to be a Champion of the Carbon Neutrality issue in the UN Country Team 224 Interview 8: UNDP What is an organization? Has shared meaning (response of a group a people to the outside world) Survival mode (has to do more with structure) and getting the things right goal (which is the reflective part) Has shared identity (identity drives everything. Very pronounced in UNDP “I won’t do it because it is inappropriate”) Does not exist separate from its external environment (comes one way or the other from shared environment. Explains for example why UNDP china has Chinese characteristics) Organizations evolve (if only to survive) so the meaning changes, the identity changes and very successful ones are able to change the environment where they exist. What is leadership? Leadership is an action (it’s not status). It means helping people adopt to change which they may or may not understand. Facilitating change is an act of leadership. We can do Carbon Neutrality. We can lead. Sometimes if you are too caught up with trying to survive you may miss out on opportunities and Carbon Neutrality is an opportunity I love the book “Why we run”. Humans are where we are because the monkeys (our predecessors) stopped to think and hence changed the course of the evolution Why highest percentage of respondents new to the UN? What is appropriate is so embedded on the long serving staff members that they can’t change. They are too concerned with who am I in the hierarchy. (E.g. I had a meeting in Bangkok with environment team leaders and came across a programme officer who was going to brief the RR about low carbon and I said “That must be easy” and she said “No, it’s not. For him climate change is not a thing to do for UNDP” We still need to tell the story and convince old-timers that Carbon Neutrality (E.g. UNDAF meeting and as UNDP China was asked to lead a conversation on why the UN should respond to Climate Change, I was the guinea pig to lead the conversation. So the first question was “why should UNDP lead the conversation and why does it affect us (the other UN Agencies)?” So then when we started telling them the stories, it started making sense to them now. It is still perceived as none of our business. Another example of this was the visit of Selim, Kanni and Veerle. I had to bypass local head of programme people and work with second level programme people who do not have the baggage of appropriateness. Only after the organized conversation and the senior people participating in it, the senior programme staff said “now it is appropriate”. Change fatigue and Carbon Neutrality in UNDP: In my view people have two possible responses: The world will go on and I don’t care Trying to show that their competencies are in tune with the new projects Carbon Neutrality in the China context: In China, despite the fact that Carbon Neutrality will be the issue for the next 20 years, donors are going away from using the UN as the go between person. They honestly believe that China does not need money and the UN (while 2/3 of our budget is environment) 225 Low carbon neutrality has the same problem as the STAK approach but from a great hairy fairy thing we have to help people make sense of this thing. (E.g. Attended a talk on culturally sensitive development. Too abstract stated that way. So the question was: what will I see in a programme if it were culturally sensitive development. The answer was “in the UN the principles are that culture diversity is a strength of society because it leads to creativity.” So when do we know that a policy is culturally sensitive? The main idea to take away is “Don’t tell me what I should do but how.” I learned the issue of Climate Change in China First two things you would do as an RC after you look at the survey results: Look for the one big win that is easiest to do with the biggest impact Provide in your face individual information (example with the Dutch and their energy efficiency in their homes as related to the meter they could or couldn’t see) Decentralization would probably help other agencies but in UNDP we have quite a bit of flexibility Healthy competition is helpful Sense making and you: Have evolved personally to embrace sense making approach Dialogue in UNDP is viewed as a waste of time but in my experience works even in darkest moments (Example of experience in North Korea) To create animation I used to ask my supervisees during the work-planning sessions “what would you really like to do?” Successful teams are the ones that work together to find the solution but when things go awry on the ground, it’s the leader’s call to decide on an action. Interview 9: UNEP Response to the survey? We did not have time to respond in our unit but Carbon Neutrality is a very important to UN China and UNEP UNEP’s response to the Carbon Neutrality issue: UNEP was asked by the Secretary General to take the lead in the UN System in promoting Carbon Neutrality Implemented Carbon Neutral office in Nairobi Top Direction is very committed In China, we have initiated this idea. The SUN team came in China. We see this effort as our input in the work of SUN Useful to enhance the UN’s image in China Helpful in discussions with government counterpart to implement Carbon Neutrality in their offices But we need to lead by example and show them what it is that we promote and what we do. If we don’t do this ourselves, we are not the appropriate initiator to push the country in 226 this direction It will be beneficial for the office operations. There are so many ways we may change our operation routines, processes in order to have reductions and may reduce our operational costs as well. It’s a common goal to bring together the UN Country Team. What is the view on the gap between the Secretary General’s note and what has been done? This time has been used to become ready and to raise awareness Efforts have been made before Eg. UNEP announced the theme of the World Environment Day was Kick off the habit of Low Carbon Lifestyle Resources had to be put together Hence, I don’t think two years is a long time. But we are under pressure now because the world is very in tune with these issues. We don’t have a competitive advantage to adopt fast compared to the private sector because we don’t move very fast. We need to adopt ourselves to be carbon neutral. UNEP HQ supportive of UN China’s efforts? UNEP supportive of whole China UN Country Team UNEP instituting a travel policy that includes the emissions in the travel First things to do to implement Carbon Neutrality in UN China: Add Carbon Neutrality as a priority in our workplan In order to ensure resources we should consider saving so that we can finance further greening (greening Smart financing) Work on things that do not cost too much initially Teleconferencing Explore telecommuting Green a piece of land – plant some trees somewhere in Beijing Real UN Team Group for Carbon Neutrality in China? Not e ready answer right now but it should be a topic of discussion We need to create a strategy List of gaps and constraints that a strategy should be able to solve. An awareness of where we are. What is a great and innovative organization? We have a very traditional way of thinking in the UN. Because of this we are not creative. In Chinese philosophy, giving is getting. So if we stay in the One UN level, and take actions based on first I belong to the UN and then to the agencies, we make our life easier and perfect. Our internal grievances are exhausting. If we set them aside and do some creative 227 work, we can make changes. When you give you have trust which leads to automatic support and will automatically make your own job easier. Carbon Neutrality is a very good platform for that. Interview 10: UNESCO (over 40 staff members) Reaction to survey findings: As long as it doesn’t affect them personally people say no problem, but when you deal with specifics is another matter More internationals responded to the survey than nationals because you can’t have your own opinion in China. You receive commands so you don’t do it on your own. But if the UN Resident Coordinator says you have to do this, this, and this the local staff will do it. New comers are fresh and they think that UN is something else but if you have been in the system long enough you understand that there are restrictions -especially resource restrictions Change doesn’t happen in the UN so fast. Before 5-6 years, I would have given a different answer. Does the UN have any power? No power!! The issue becomes from money into muscle power Personal background: Hydro-geologist by profession First posting in UNESCO China – previously in native India Did not respond to survey and confused it during the conversation with the Commuting Survey Carbon Neutrality and the UN Country Team: UNDP sticks their nose into everything. UNDP is ready to do everything – you name it and they say they can do it even if they don’t know what to do. We don’t have any commonality in the UN Team (E.g. Too many templates for the calculation of GHG inventory.) Carbon Neutrality is a good goal for One UN Carbon Neutrality and UNESCO: There is a big initiative in HQ about going green but here we just get communications Nobody from the science sector in UNESCO is part of the HQ greening team or participating in the Environment Management Group I had the curiosity because I am a scientist, but other colleagues were not enthusiastic They just had this idea that it will not have any real impact because there are no resources. There is skepticism because of lack of resources They tell me, it’s about science so you deal with this issue Carbon Neutrality is operationally difficult to implement in UNESCO China UNDP and UNICEF have their own buildings and can do whatever they want but, but we cannot touch anything here 228 Unless HQ says it’s ok we can’t do anything. How do you view the gap between the Secretary General’s note and what has been done? If you have to do something you have to set deadlines!! How much is the Chinese environment influencing the UN? In New Delhi there was no interference whatsoever by the government (as long as we did not use too much resources). Here, whatever the government says you have to do it. The Germans are the biggest donors and they can’t even do what they want. First things to do to implement Carbon Neutrality? Common UN Compound Behavioral changes – influence people Interview 11: UNFPA (22 staff members) Reaction to the survey: We have had a couple of discussions in the office and would like to give you some broader issues: We recorded our emissions about 2 years ago. Had a survey. Local survey was asking for significantly more details and information – immediate reaction was “Ah, what is this about?” Surveys need to be less work-intensive. The mandate that we have requires that we have to communicate with people at the local level. We have to visit project sites every year. We have 45 sites in UNFPA. There are some things for which face to face interaction cannot be substituted in certain contexts. Behavior change requires human interaction – the business or what we do requires face interaction So a blanket approach does not work The book Super Freakonomics provides simple big picture solutions Carbon Neutrality in the China context: The Chinese are capitalists with a vengeance – hence this is a major lifestyle issue about the China UN approach. You have to make it worth their while for the local staff Also you need a sense of urgency and a deadline. Where is the target? (E.g. Reduce electricity by 20%. Organize a competition between the agencies.) Is Carbon Neutrality good common goal for One UN? Harmonization and simplification of business practices should be number one(Lack of harmonization among UN Agencies impacts everything. We filled one survey, why should we fill another?) Carbon Neutrality would be second although now Carbon Neutrality is a Popular Bandwagon!! Gender issues third First things to do to implement Carbon Neutrality? Demystify Carbon Neutrality. Keep it simple. Keep it practical Make it easy for people to get on board 229 What is a great and innovative organization? Good balance of age groups Clear vision The majority of staff are familiar with both the vision and the process on how to get there Gender sensitive How does UNFPA compare to this ideal organization? We are striving and doing very well to get there How to get the leaders on board on the Carbon Neutrality issue? We are a bureaucracy; hence the leadership from the top is very important. The SG issues millions of endorsements. But is this really a priority? Your experience with reducing travel? I implemented it for budgetary savings and not Carbon Neutrality because the plane will fly whether I go on a mission or not Interview 12: UNIDO Dialogue Link with the global strategy No useful to link One-UN no No real global strategy In absence of a clear strategy we should do something together Creating a target 5 % Manage projects visit your project site.. Hierarchy problem Decentralizing monitoring (that was in Vienna) Tour by train Yunnan Monitoring close by….try to figure Leader moves the things 230 Video conference level of 5-10 people can be done talk at the conference….networking cnference participation understanding between us Travel purposes…mission and flights well on proect management projectmaanegment to reduce no obvious change 1995 close down: change of government in UK GEF agency change for survival…. GEF excuse to put rthough a lot of changes Simplify our procedure…. Fast delivery better looking Small agency can be eliminated easily Offsetting: funds from regular budget, locked by the country partner Wizzely way soft way the offsetting UNEP mandate on environment Project budget No offsetting from the project….. ` usesavingsto do offsetting walk the talk excitement UN China should commit Decentralize position Project manager is done in China Montreal protocol 231 Broader policy Interview 13: UNV story of change Humanitarian organization: grant providers 150 people Few country offices Partner a proposal Appropval from director any budget Disburse a lot of intermediation move away from the focus From random decisions to strategic planned decision creating: Program cycle management Country strategy framework Meeting the strategic focus, less paper Both emergent and planned change happened from few pounds to 60 million budget qualities of the leaders 232 leaving of the meader and change of the broom some team leaders and the staff pushed for a change that was presented to the new broom. Internal assessment of the work processes UN personalized assesssment: balance life-work in UN there is confusion... behaviors and attitudes world of value and attitudes are included in UN. RCAs staff performances: exit interview a plan to restructure the organization and to become 5 division. detached from the core change I did not feel this charisma.... allied to the change, belonging to the new wave: it was visible that the system was inefficient... charismatic had a vision strong vision series of session NGO bottom-up capture his vision before pyramid other way round. too many consultations as a program assistant 4 months Sudan 233 they know where they are going: purpose. Where everybody knows where we are heading...; the How they can move in that direction: their role, how do they contribute: clarity of roles... room for growing and expansion... expression creativity... Global connection and not be sunk by China and Chinese conditions leadership issue functions of a country office Chinese have not lived in other countries Cultural office status No Incentives to create linkages Video of helen Clark belonging and corporate identity Resistance in China, learning from international experience REluctancy to learn from the other: Chines attitudes Resistance no curiosity of understand outside Suspicion is a default position proneness of UN to China direct, polite but not submissive 234 CN must have a lot of dialogue Innovation, technologies, animation advance to buy bycicle loans what lifestyle change: starting from there people is aware induce lifestyle change: what are the incentivation we need to show exapmple no walk byke park for brief journeys mission of work practice what we preach: e-bykes.... small quick wins: SM approach visible into action....dialogue animated in bykes UN tandem people affected closer to us.... butterfly effect video Additional wording Interviews 235 5 years Some changes: decentralization. Centralized decisions: too much. QINGHAI grassland Danang food industry. Biogas, Do you find a connection between CN and Organizational Change in UN? Somebody told us that CN is a good idea for providing a direction to UN, a cooroboration of mission and vision, is also a good idea to induce dialogue, knowledge sharing, and updating of routines and practices within UN? Trash can paper Do you find a connection between CN and Organizational Change in UN? Carbon neutral flights Offsetting Non travelling Somebody told us that CN is a good idea for providing a direction to UN, a cooroboration of mission and vision, is also a good idea to induce dialogue, knowledge sharing, and updating of routines and practices within UN? Question 34: Please write a few words to explain how Carbon Neutrality Strategy matches or 236 does not match the UN China priorities It is a cross cutting issue of environmental sustainability Main outcome area in UNDAF as it is also priority of GoC Expressed commitment from UN agencies Idea welcomed by staff carbon neutrality is a corporate and individual responsibility, as individual and member of the UN we must set an example through carbon neutrality How to balance the need for regular travel by planes and carbon neutrality Carbon neutrality strategy is clearly in line with MDG7 on the environment, and climate change has become an even more important international issue than when the MDGs were formed. The UN should openly embrace carbon neutrality and set the example. As an organization that promote carbon neutrality, it is important to walk the talk and demonstrate that with the commitment and resources, an org can reduce carbon emission and ultimately achieve the goal of carbon neutral. It's matches UN China priorities. China is so big developing country, it's important for the future. Question 36: Please list briefly a few of the reasons behind your answer It is reasonable that this is not a priority for certain peacekeeping and emergency responses Advocating for a low carbon economy and society requires change from within, to be able to reach out to others "do what you preach" as said before we must set an example and lead the way through carbon neutrality. In addition we have the financial and human resources mean to do so. Been an international organization our doing will have an impact on our country too UN need to set example before we can recommened carban neutrality to partners. The only reason I could think of would be that it would involve additional spending, which is then not spent on our programs, thus diverting funds from all of our programs towards carbon neutrality. SG has committee and urge all UN agencies to work on carbon neutral issues UN should intiate Carbon Neutrality process for the world. Question 38: Please list a few reasons why UN China will or will not benefit from Carbon Neutrality Will benefit in legitinmacy of its actions Will benefit in commitment from Staff Will benefit in lower carbon emissions and cleaner environment Provides coherence and sense of purpose as said before we must set an example, how can we promote climate change action within government and public when we don't give a s...t about it? Important to have credibility 237 UN is promoting low carbon technologies to others, while itself is expected to be a good model in this field. UN China will benefit from going carbon nuetral as energy will be saved, less paper used, redusce CO2 emissions. Will benefit China. UN China might be perceived as superficial. Since our own operations are relatively small and have a relatively light carbon footprint, it is quite easy for us to go carbon neutral. Our suppliers, and many of the outcomes of our programs, would not be carbon neutral. It is a learning process for all UN agencies to see how much we can do to upgrade our knowledge, take necessary actions, mobilize resources. To great extent, UN will benefit from implementing the carbon neutral strategy. UN should think about the world, not UN himself Question 57: The entry into force of Carbon Neutrality strategies will:Other, please specify provide legitimacy to UN mission Question 58: UN China adoption of Carbon Neutrality strategy will: Other, please specify Improve the UN China carbon neutrality efforts Question 65: The time being spent on actions to move towards Carbon Neutrality should be spent on the following issues deserving organizational changes: moving towards Carbon Neutrality is itself an organizational change information and capacty building of staff Strengthening communication between agencies Close cooperation with CHinese government and support from HQ. Question 66: Which will be the main problems for staff members to adjust to the changes brought 238 about by Carbon Neutrality? awareness; ownership and making changes to established work practices Understanding the why and how of the changes lot of staff don't care at all about climate change and carbon neutrality, how can they implement a carbon neutrality strategy. I think carbon neutrality standard must be mandatory to all staff New tasks perhaps Changes in working methods and lifestyles whether it will affect work efficiency and effectiveness own respensbility Question 67: What new tasks will be required with the implementation of Carbon Neutrality Strategy engagement with staff; engagement with leaders I do not know yet Learning about carbon neutrality Reporting and measuring, setting targets, some training regular monitoring and record taking of carbon emission progress report on carbon emission reduction actions life style 239 240 241 Appendix – Descriptive statistics Ranking of Means and standard Deviation RANKING of MEANS Descriptive Statistics (lecture clear) N Minimum Maximum Mean Std. Deviation 1 RCeIdUpdWY16 (long run) 82 2,00 7,00 5,9756 ,96833 2 SMD2 (clear sense of direction) 82 1,00 7,00 5,9268 1,34972 3 RAppIdDirWY01 (match) 82 2,00 7,00 5,8537 ,98284 4 CommAIdDirIY29 (values) 82 3,00 7,00 5,8171 ,95747 5 CommNIdDirIY35 (duty) 82 2,00 7,00 5,7683 ,87910 6 RAppAwDirWY08 (sense) 82 3,00 7,00 5,7195 ,89269 7 RAppIdUpdWY04 (partners benef) 82 2,00 7,00 5,6341 1,11679 8 RAppAnWY03 (benefits) 82 1,00 7,00 5,6220 1,22364 9 IdDirIN53 (pride) 82 2,00 7,00 5,5732 1,10029 10 AppCommAAwDirWY31 (no regret) 82 2,00 7,00 5,5732 1,24752 11 RAppIdUpWY02 (reasons behind) 82 3,00 7,00 5,5244 1,11362 12 AppCommAAwUpdWY33 (ncessity) 82 2,00 7,00 5,5244 1,09122 13 SMDia7 (stimul dialogue) 82 1,00 7,00 5,5000 1,97672 14 VDirIY39 (adhesion) 82 2,00 7,00 5,5000 1,05702 15 RCeSeOIdDiaIY17 (interest) 82 3,00 7,00 5,4756 ,95872 242 16 SM366 (right track CSR) 82 2,00 7,00 5,3780 ,97677 17 VAnIY52 (motivation) 82 2,00 7,00 5,3537 1,13716 18 RCeSeOIY12 (Confid to learn) 82 2,00 7,00 5,3537 1,12625 19 OLcAnWY43 (staff capacity) 82 1,00 7,00 5,3415 1,19897 20 RAppAwUpdWY05 (techn eff) 82 1,00 7,00 5,3293 1,19727 21 KDiaWN55 (KN sh is nice) 82 2,00 7,00 5,3171 1,21592 22 SM164 (beginning) 82 3,00 7,00 5,2683 1,07782 23 RCeSeOIY13 (past exper ability) 82 2,00 7,00 5,2073 1,18361 24 AppCommAUpdWY32 (push) 82 1,00 7,00 5,1341 1,19425 25 VDirIN38 (current vision agreem) 82 2,00 7,00 5,1341 1,16282 26 RMDiaWY22 (M open disc) 82 2,00 7,00 5,1220 1,07025 27 RCeSeOAnIY10 (I ll handle) 82 1,00 7,00 5,1220 1,37338 28 AppCommAAwUpdWY30 (pefect strategy now) 82 2,00 7,00 5,0854 1,29768 29 SMD5 (UN leader) 82 1,00 7,00 5,0000 1,91808 30 Under 5 RCeSeOIY11 (I have quality) 82 1,00 7,00 4,9878 1,25210 31 RAppAwUpdWY07 (funds) 82 1,00 7,00 4,9756 1,32381 32 RMKDiaWN54 (K sh role) 82 2,00 7,00 4,9512 1,08756 33 IdVAnIN51 (current vision motivates) 82 2,00 7,00 4,9390 1,06976 34 AppCommCAwUpdWY34 (no choice) 82 2,00 7,00 4,9024 1,25324 35 RAppAWUpdWY06 (imagine enhancement) 82 1,00 7,00 4,8902 1,63304 36 CommNDirIY37 (legittimate opposition 82 2,00 7,00 4,8780 1,25108 243 37 RCeSeODiaIY18 (intimid) 82 2,00 7,00 4,8780 1,36436 38 RMUpdWY23 (update operation 82 2,00 7,00 4,8415 1,14901 39 RMDirWY19 (M CN new horizon) 82 2,00 7,00 4,8415 1,17031 40 SMD1 (energy from the scrqatch) 82 1,00 7,00 4,8171 1,44980 41 VUpdWN41 (external env competition) 82 1,00 7,00 4,7805 1,11138 42 RMUpdWN20 (innovation rewarded) 82 2,00 7,00 4,7805 1,13338 43 RMKDiaWN56 (KS is a concern) 82 1,00 7,00 4,7561 1,51177 44 RPbIdAnIY14 (my personal) life (eliminate) 82 1,00 7,00 4,7439 1,35000 45 CDiaIN60 (find niche of dialogue) 82 1,00 7,00 4,7195 1,34508 46 RPbIdUpdIY15 (personal gaining) to be eliminated) 82 1,00 7,00 4,7073 1,36525 47 RAppAwUpdWY70 (improve org efficiency) 82 1,00 7,00 4,7073 1,34704 48 RMAnWY21 (opportunities and spaces by M) 82 2,00 7,00 4,6707 1,14455 49 CommIdDirIY36 (guilty) 82 1,00 7,00 4,6585 1,59644 50 RPbMOInfCDiaIN48 (individ life mentioned by M) 82 2,00 7,00 4,6463 1,32751 51 OLc46 (eliminated) 82 1,00 7,00 4,5732 1,43183 52 OLc47 (eliminated) 82 1,00 7,00 4,5732 1,54784 53 VAnWY40 (flexibility of strategy) 82 1,00 7,00 4,5732 1,10029 54 RCeAwAnWY09 (worries on ch‘ange) eliminated 82 1,00 7,00 4,5732 1,69989 55 UpdIN59 (working ch‘ange continuously) 82 2,00 7,00 4,5488 1,32546 56 SM265 (to be eliminated) 82 1,00 7,00 4,5488 1,47533 57 OAppDiaWY25 (K found inhouse) 82 1,00 7,00 4,5366 1,45886 244 58 OInfCDiaWN27 (two ways) 82 1,00 7,00 4,5000 1,39000 59 > 4.5 limit AppAwVDirIN49 (current vision and my job) 82 2,00 7,00 4,4756 1,09122 60 SEAnUpdIN69 (empowered) 82 2,00 7,00 4,4634 1,35351 61 SMU6 (good chance to update tasks) 82 1,00 7,00 4,4146 2,09025 62 RMOAppDiaWY24 (avail on supervisor) 82 1,00 7,00 4,3902 1,52959 63 VDirWN67 (ch‘ange mission non redundant) 82 1,00 7,00 4,3780 1,26335 64 RMOLc45 (M open innovation) 82 1,00 7,00 4,3780 1,53671 65 SMD4 (staff determining ch‘ange) 82 1,00 7,00 4,3171 2,38761 66 VDirIN61 (daily direction) 82 1,00 7,00 4,2683 1,52387 67 SMAn9 (self management able to change) 82 1,00 7,00 4,2439 1,49535 68 AwAnUpdIY68 (effects on my job) 82 2,00 7,00 4,2317 1,23026 69 SMAn3 (creativity will be used for CN) 82 1,00 7,00 4,1829 2,28861 70 AwUpdIY63 (awareness CN) 82 1,00 7,00 4,1829 1,50003 71 AwUpdIY62 (awareness CN) 82 1,00 7,00 4,1829 1,58798 72 RMKdiaWN57 (KS rewards) 82 1,00 7,00 4,1707 1,31285 73 RPbVUpdIY50 (CN & my job) 82 1,00 7,00 4,0854 1,36265 74 >3 values OInfCDiaWN26 (chang info precise) 82 1,00 6,00 3,9512 1,24625 245 75 AnIN58 (empowered in my job) 82 1,00 6,00 3,8902 1,41427 76 OInfCDiaIN28 (ch‘ange info matching my expectations) 82 1,00 7,00 3,8780 1,28994 77 VDirWY42 (competitors) 82 1,00 7,00 3,5732 1,18666 78 OLc44 (eliminate) 82 2,00 6,00 3,5244 1,10247 79 SMU8 (corporate and individual) 82 1,00 7,00 3,3780 1,33925 Valid N (listwise) 82 Appendix – EFA and Cronbach‘s main calculations ANNEX Alpha Cronbach and EFA A) Trial: Alpha Cronbach and Exploratory factor Analysis 1) Calculation of Cronbach‘s Alpha on the Variable: Knowledge Sharing Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items ,831 ,835 6 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted 70 25,1818 39,764 ,709 ,853 ,788 71 24,8182 37,964 ,801 ,894 ,769 deleted72 24,6364 45,055 ,349 ,859 ,849 73 25,5455 32,673 ,747 ,943 ,771 246 74 26,4545 37,073 ,577 ,528 ,812 deleted75 25,1818 41,164 ,512 ,901 ,822 2) Items‘ reduction: 72 & 73 deleted from the main questionnaire Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items ,891 ,910 4 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted VAR00070 14,2727 22,418 ,866 ,757 ,836 VAR00071 13,9091 21,691 ,903 ,887 ,821 VAR00073 14,6364 17,855 ,803 ,872 ,851 VAR00074 15,5455 21,673 ,588 ,480 ,932 B) Analysis of Items from the Outcomes of the main Main Questionnaire 1) Calculation of Cronbach‘s Alpha on the variable: Knowledge Sharing Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items ,659 ,671 4 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RMKDiaWN54 14,2439 9,051 ,453 ,216 ,591 KDiaWN55 13,8780 8,059 ,530 ,288 ,534 RMKDiaWN56 14,4390 7,731 ,378 ,184 ,649 RMKdiaWN57 15,0244 8,222 ,432 ,252 ,597 247 Trial: Alpha Cronbach and Exploratory factor Analysis Calculation of Cronbach‘s Alpha on the Variable: Corporate Identity (variable then deleted as absorbed by Affective Commitment (From herscovich and Meyer, 2007)) Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items ,912 ,938 5 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted deleted17 24,7273 7,218 ,808 . ,917 VAR00018 24,0909 10,291 ,903 . ,881 VAR00019 24,5455 10,673 ,656 . ,915 VAR00037 24,0000 8,800 ,875 . ,871 VAR00045 24,0909 10,291 ,903 . ,881 Items‘ reduction: item 17 deleted from the main questionnaire Main Questionnaire Calculation of Alpha Cronbach for Corporate Identity Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items 248 Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items ,827 ,828 4 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RCeIdUpdWY16 17,0610 5,218 ,721 ,520 ,750 CommAIdDirIY29 17,2195 5,556 ,636 ,415 ,790 CommNIdDirIY35 17,2683 5,828 ,646 ,425 ,786 RCeSeOIdDiaIY17 17,5610 5,632 ,614 ,396 ,800 EFA of Readiness variables KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .762 Bartlett's Test of Sphericity Approx. Chi-Square 1.095E3 Df 465 249 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .762 Bartlett's Test of Sphericity Approx. Chi-Square 1.095E3 Df 465 Sig. .000 PAF -Oblimin Variance explained 68% 9 factors 1-Management, Appropriateness and Change Efficacy confused 2-Management clear (2 items) 3-Management clear (2 items) 4-Change efficacy well explained (5 items). 5-CE and Personally beneficial confused (2 items) 6-Appropariateness well explained (4 items) 7-Management and appropriateness confused 8-Confused picture 9-Confused picture KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .762 Bartlett's Test of Sphericity Approx. Chi-Square 1.095E3 df 465 250 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .762 Bartlett's Test of Sphericity Approx. Chi-Square 1.095E3 df 465 Sig. .000 PAF-Varimax Variance explained 56% 6 factors 1-Management Appropreiateness Change Efficacy confused 2-Change Efficacy well recognized 3-Appropriate and personally beneficial confused 4-Management involved well recognized 5-Approp[riateness weel recognized 6-Perosnally beneficial weel recognized PAF-Varimax Variance explained 47% 4 factors 1-Confused 2-Change Efficacy 251 3-confused 4-Management involvement. OD Model EFA+Alpha 1) Readiness -Management Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .703 .722 6 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RMDirWY19 23.8049 14.282 .627 .407 .602 RMUpdWN20 23.8659 17.130 .296 .137 .704 RMAnWY21 23.9756 15.333 .508 .321 .642 RMDiaWY22 23.5244 15.462 .545 .413 .634 RMUpdWY23 23.8049 15.443 .491 .332 .647 RMOAppDiaWY24.2561 15.897 .243 .129 .744 252 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RMDirWY19 23.8049 14.282 .627 .407 .602 RMUpdWN20 23.8659 17.130 .296 .137 .704 RMAnWY21 23.9756 15.333 .508 .321 .642 RMDiaWY22 23.5244 15.462 .545 .413 .634 RMUpdWY23 23.8049 15.443 .491 .332 .647 24 2) Readiness -Change efficacy Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .718 .747 7 253 Item Statistics Mean Std. Deviation N RCeAwAnWY09 4.5732 1.69989 82 RCeSeOAnIY10 5.1220 1.37338 82 RCeSeOIY11 4.9878 1.25210 82 RCeSeOIY12 5.3537 1.12625 82 RCeSeOIY13 5.2073 1.18361 82 RCeSeOIdDiaIY17 5.4756 .95872 82 RCeSeODiaIY18 4.8780 1.36436 82 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RCeAwAnWY09 31.0244 26.419 .079 .128 .796 RCeSeOAnIY10 30.4756 21.018 .618 .420 .634 RCeSeOIY11 30.6098 23.945 .422 .316 .688 RCeSeOIY12 30.2439 22.730 .623 .435 .644 254 RCeSeOIY13 30.3902 22.759 .578 .443 .652 RCeSeOIdDiaIY17 30.1220 26.158 .368 .225 .701 RCeSeODiaIY18 30.7195 22.204 .515 .352 .663 Rotated Factor Matrixa Factor 1 2 RCeSeOIY13 .735 .061 RCeSeOIY12 .697 .216 RCeSeOIY11 .612 -.062 RCeSeODiaIY18 .604 .159 RCeSeOIdDiaIY17 .500 -.023 RCeSeOAnIY10 .559 .594 RCeAwAnWY09 -.051 .528 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 3 iterations. 255 3) Readiness -appropriateness Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .831 .840 8 Item Statistics Mean Std. Deviation N RAppIdDirWY01 5.8537 .98284 82 RAppIdUpWY02 5.5244 1.11362 82 RAppAnWY03 5.6220 1.22364 82 RAppIdUpdWY04 5.6341 1.11679 82 RAppAwUpdWY05 5.3293 1.19727 82 RAppAWUpdWY06 4.8902 1.63304 82 RAppAwUpdWY07 4.9756 1.32381 82 RAppAwDirWY08 5.7195 .89269 82 256 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RAppIdDirWY01 37.6951 35.326 .533 .345 .815 RAppIdUpWY02 38.0244 34.073 .554 .374 .812 RAppAnWY03 37.9268 32.883 .580 .389 .808 RAppIdUpdWY04 37.9146 34.128 .548 .414 .813 RAppAwUpdWY05 38.2195 34.988 .431 .269 .828 RAppAWUpdWY06 38.6585 29.388 .591 .435 .812 RAppAwUpdWY07 38.5732 31.433 .629 .501 .801 RAppAwDirWY08 37.8293 34.514 .688 .508 .801 4) Readiness Management Management Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .703 .722 6 257 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted RMDirWY19 23.8049 14.282 .627 .407 .602 RMUpdWN20 23.8659 17.130 .296 .137 .704 RMAnWY21 23.9756 15.333 .508 .321 .642 RMDiaWY22 23.5244 15.462 .545 .413 .634 RMUpdWY23 23.8049 15.443 .491 .332 .647 RMOAppDiaWY24 24.2561 15.897 .243 .129 .744 Rotated Factor Matrixa Factor 1 2 RMDiaWY22 .826 .239 RMUpdWY23 .599 .245 Item Statistics Mean Std. Deviation N RMDirWY19 4.8415 1.17031 82 RMUpdWN20 4.7805 1.13338 82 RMAnWY21 4.6707 1.14455 82 RMDiaWY22 5.1220 1.07025 82 RMUpdWY23 4.8415 1.14901 82 RMOAppDiaWY24 4.3902 1.52959 82 258 RCeIdUpdWY16 .596 .178 RMAnWY21 .446 .401 RMDirWY19 .269 .932 RMOAppDiaWY24 .087 .323 RMUpdWN20 .174 .302 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 3 iterations. 19 Rank mean 3 The managers believe that Carbon neutrality will open up new horizons and bring about a different future 20 4 Being innovative in performing our own task, and if necessary changing them, is well rewarded in UN China 259 21 5 When UN China will implement a Carbon Neutrality strategy, the Management will create space for experimental bottom-up activities and therefore staff members will find new unexpected opportunities 22 1 Carbon Neutrality strategy will provide the UN China management with an opportunity to stimulate an open and frank discussions at all levels on organizational threats, opportunities, strengths and weaknesses. 23 2 With the Implementation of a Carbon Neutrality strategy, UN China Management will let staff members update many operational practices that will no longer fit with the external environment 24 6 I do not think my supervisor is fully available and skilled enough to discuss with me the implication of Carbon Neutrality strategy in UN China. READINESS all variables FACTOR ANALYSIS Trial using Principal Component Analysis (PCA) Rotated Component Matrixa Component 260 1 2 3 4 5 6 7 8 RMDiaWY22 ,785 ,145 ,252 -,028 ,013 -,146 ,085 -,081 RAppAwUpdWY07 ,672 ,184 ,034 ,352 ,161 ,107 ,230 -,009 RAppAwUpdWY70 ,660 ,096 ,247 ,048 ,055 ,198 -,078 ,125 RCeIdUpdWY16 ,615 ,263 ,260 ,237 ,114 -,018 -,152 ,012 RMUpdWY23 ,593 -,001 ,234 ,250 -,050 -,100 ,317 ,118 RCeSeOIdDiaIY17 ,556 ,335 ,224 ,091 ,033 -,145 -,114 ,112 RAppAWUpdWY06 ,474 ,356 ,112 ,255 ,167 ,392 ,179 ,116 RCeSeOIY11 -,074 ,729 ,119 ,095 -,003 -,049 ,036 ,308 RCeSeOAnIY10 ,125 ,701 ,035 ,158 ,029 ,084 ,041 -,316 RCeSeOIY12 ,325 ,697 ,213 ,016 ,016 -,175 -,040 -,071 RCeSeOIY13 ,282 ,686 ,245 -,113 ,018 ,115 ,298 ,008 RCeSeODiaIY18 ,236 ,662 -,111 ,252 ,119 ,136 -,059 ,001 RMAnWY21 ,348 ,054 ,708 -,053 ,196 -,021 ,039 ,002 RAppAwUpdWY05 ,273 ,137 ,660 ,097 -,141 ,046 ,066 ,063 RAppIdUpdWY04 ,166 ,109 ,626 ,534 -,123 -,041 ,080 ,039 RMDirWY19 ,284 ,088 ,600 ,024 ,351 -,164 ,287 -,178 RAppAnWY03 ,117 ,355 ,481 ,402 ,361 ,057 -,090 ,113 RAppIdUpWY02 ,077 ,159 ,058 ,827 ,108 -,059 ,202 -,070 RAppIdDirWY01 ,342 ,047 ,042 ,618 ,140 ,162 -,081 ,165 RAppAwDirWY08 ,444 ,275 ,283 ,482 ,252 ,142 ,020 -,162 RMKDiaWN56 ,088 -,045 ,050 ,149 ,829 -,060 ,006 -,152 261 RMOAppDiaWY24 ,037 ,167 ,027 ,100 ,672 ,153 ,285 ,136 RMKdiaWN57 ,223 -,011 ,058 -,238 ,380 -,365 ,364 ,326 RMUpdWN20 ,159 ,103 ,167 ,015 ,220 -,771 ,029 ,132 RPbIdUpdIY15 ,475 ,048 -,012 ,036 ,223 ,643 -,020 ,093 RPbVUpdIY50 ,022 ,213 ,289 ,099 ,274 ,541 -,199 -,116 RPbMOInfCDiaIN48 -,057 ,076 ,069 ,082 ,084 -,013 ,824 ,056 RMKDiaWN54 ,213 ,015 ,112 ,139 ,307 -,334 ,515 -,117 RCeAwAnWY09 ,039 ,120 -,100 ,003 ,156 ,011 -,155 -,798 RPbIdAnIY14 ,302 ,172 -,137 ,083 ,165 -,112 -,191 ,644 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 8 iterations. 5) Vision Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted VDirIN61 25.3415 11.586 .506 .276 .580 VAnIY52 24.2561 14.687 .364 .229 .634 VAnWY40 25.0366 14.653 .391 .211 .626 VUpdWN41 24.8293 14.810 .363 .298 .634 262 VDirIN38 24.4756 14.499 .373 .223 .631 VDirIY39 24.1098 14.914 .383 .207 .629 1 39 I totally adhere to the new vision that Carbon Neutrality goals will add to the UN China mission 2 52 * Once the UN vision incorporates Carbon Neutrality, it will continue to motivate me in my daily work (puo’ diventare di direzione) 3 38 I feel totally in agreement with the current UN vision and mission (non e’ di direzione e’ piu’ di agreement, di animazione) 4 41 UN Vision in China takes always into consideration the external environment and the competitive trends 5 40* UN vision regarding Carbon Neutrality will be flexible and will be formulated according to the feedbacks that all the UN employees will provide to the Top Management (in a bottom-up approach) 6* 61 my daily work I am not to perceive the clear sense of the direction where I am headed and where my organization is moving towards In. Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .666 .664 6 Item Statistics 263 Mean Std. Deviation N VDirIN61 4.2683 1.52387 82 VAnIY52 5.3537 1.13716 82 VAnWY40 4.5732 1.10029 82 VUpdWN41 4.7805 1.11138 82 VDirIN38 5.1341 1.16282 82 VDirIY39 5.5000 1.05702 82 Rotated Factor Matrixa Factor 1 2 VUpdWN41 .982 -.042 VDirIN38 .419 .213 VAnWY40 .386 .274 VAnIY52 .050 .630 VDirIN61 .286 .600 VDirIY39 .118 .560 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. 264 Rotated Factor Matrixa Factor 1 2 VUpdWN41 .982 -.042 VDirIN38 .419 .213 VAnWY40 .386 .274 VAnIY52 .050 .630 VDirIN61 .286 .600 VDirIY39 .118 .560 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 3 iterations. 5) Awareness Pattern Matrixa Factor 1 2 AppCommAAwDirWY31 .774 .183 265 AppCommAAwUpdWY30 .714 -.115 AppCommAAwUpdWY33 .621 -.104 RAppAwUpdWY70 .537 -.017 AppCommCAwUpdWY34 .400 -.066 AwUpdIY62 -.030 -1.009 AwUpdIY63 .107 -.782 Extraction Method: Principal Axis Factoring. Rotation Method: Oblimin with Kaiser Normalization. a. Rotation converged in 5 iterations. Rotated Component Matrixa Component 1 2 AppCommAAwDirWY31 .814 -.047 AppCommAAwUpdWY30 .736 .331 AppCommAAwUpdWY33 .691 .290 RAppAwUpdWY70 .663 .119 AppCommCAwUpdWY34 .521 .174 AwUpdIY62 .162 .942 AwUpdIY63 .208 .916 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 3 iterations. 266 Item Statistics Mean Std. Deviation N RAppAwUpdWY70 4.7073 1.34704 82 AwUpdIY62 4.1829 1.58798 82 AwUpdIY63 4.1829 1.50003 82 AppCommAAwUpdWY33 5.5244 1.09122 82 AppCommCAwUpdWY34 4.9024 1.25324 82 AppCommAAwUpdWY30 5.0854 1.29768 82 AppCommAAwDirWY31 5.5732 1.24752 82 Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .791 .794 7 267 30 Carbon Neutrality will be a perfect strategy to be adopted now in UN China 33 I feel the changes associated with a Carbon Neutrality strategy absolutely necessary 35 I feel a sense of duty to work towards Carbon Neutrality 64 With Carbon Neutrality strategy UN China is at the beginning of a very long process of change 66 With the preparation of a Carbon Neutrality strategy UN China will be on the right track of a longer process of Corporate Sustainability 36 I would feel guilty about opposing to Carbon Neutrality 51 The current UN Vision motivates my daily work and enables my good performances 53The UN missions and goals give me a sense of pride 268 Appendix – EFA and Cronbach‘s main calculations A first set of macro-analysis, involving 60 out of 70 items, have been processed. Since the first analysis an attempt to prove the 4 SM driver of change has been done. Table July 1st SM Model 1 General SM-side Rotated Factor Matrix 67% variance explained in 12 factors Factor 1 sense of direction Updating Dialogo nel context Dial change e tenendo conto del content 5 Vision ext 6 Vision Manag 7 no 8 my skills, no choice go CN 9 Direction a EFA1 Capacity attaccata a Factor1 11 12 SM164 ,695 ,061 ,190 ,087 -,018 ,013 -,234 ,168 ,125 ,049 -,090 ,100 SM366 ,691 ,132 ,006 ,191 ,111 -,031 ,081 ,069 ,260 ,026 ,023 ,198 PersDirI35 ,676 ,182 -,046 ,112 ,155 -,062 ,136 ,007 ,070 ,149 ,208 ,143 AppCommAAwDirWY31 ,654 ,329 ,108 -,047 -,054 ,234 ,227 -,033 ,183 ,123 ,022 -,111 CommAIdDirIY29 ,648 ,197 ,053 ,262 -,044 ,219 ,249 -,010 ,065 ,151 ,267 -,148 RAppAwUpdWY07 ,617 ,349 ,173 ,082 -,029 ,191 -,031 ,123 ,201 ,102 -,092 ,012 PersUpd16 ,613 ,452 ,042 -,024 ,063 ,091 ,192 -,112 -,030 -,038 ,144 ,006 RAppAWUpdWY06 ,561 ,171 ,034 ,158 -,094 ,183 ,133 ,167 ,167 ,052 ,117 ,231 VPersAn52 ,544 ,062 ,040 ,065 ,126 -,038 ,413 ,147 ,037 ,379 ,015 ,197 PersUpd32 ,534 ,177 ,144 ,196 -,121 ,256 ,284 ,029 ,016 ,071 ,015 ,336 269 PersDial17 ,521 ,326 ,037 -,026 -,044 -,159 ,099 -,027 -,049 ,122 ,211 ,208 Persdialbest18 ,506 ,020 ,006 ,200 ,029 ,221 ,141 -,041 ,013 ,401 ,089 ,051 SenseDir53 ,505 ,012 ,231 -,097 ,303 ,094 ,029 -,045 -,088 -,073 ,273 -,034 MCN23 ,496 ,397 ,182 ,131 ,088 -,156 -,169 ,129 ,117 -,116 -,022 ,054 MCN21 ,060 ,682 ,220 ,037 -,038 -,138 ,129 ,018 ,030 ,037 ,088 ,117 MCN30 ,331 ,605 -,018 ,243 -,043 ,150 ,047 -,037 ,271 ,102 ,019 ,054 MCN39 ,371 ,601 ,040 ,169 ,015 ,187 ,007 ,222 ,100 ,082 ,068 -,042 MCN22 ,456 ,581 ,257 ,003 ,096 ,048 -,176 -,041 -,103 ,064 ,026 -,021 MCN Dir19 ,140 ,568 ,334 ,142 ,163 -,149 ,197 ,269 ,015 ,020 -,035 ,107 SenseDir08 ,459 ,539 ,041 ,182 ,134 ,330 ,284 ,024 ,227 ,112 -,048 -,185 RAppAwUpdWY05 ,161 ,490 ,067 -,050 ,074 ,014 -,021 ,061 ,157 ,121 ,049 ,337 PersUp33 ,386 ,425 ,008 ,165 ,059 ,009 ,310 ,087 -,069 ,248 ,166 ,175 AwAnUpdIY68 ,214 ,351 -,100 -,038 -,315 ,089 ,156 -,069 -,331 -,083 -,128 ,186 MDialog57 ,026 ,063 ,710 -,088 ,095 ,006 -,095 ,166 -,013 -,094 ,117 ,110 DialogCom26 -,084 ,032 ,637 ,212 ,106 ,245 -,072 ,061 -,124 ,140 ,172 -,016 MDialog55 ,185 ,262 ,633 -,117 ,047 ,032 ,058 ,082 ,061 -,045 -,205 ,135 CDiaIN60 ,344 ,196 ,603 ,238 ,028 ,001 ,081 -,033 -,033 ,177 -,172 ,082 DialogCom27 -,011 ,016 ,543 ,215 ,284 -,013 ,159 ,009 ,045 ,007 ,011 -,060 MDialog24 ,198 ,057 ,462 ,104 -,127 ,081 ,264 ,160 ,080 ,049 ,063 -,115 VUpd41 (dialogo con l‘esterno) ,049 ,044 ,429 ,069 ,418 ,089 ,105 -,006 ,019 -,419 ,180 ,060 MDialog54 ,208 ,123 ,298 ,051 ,216 -,140 ,106 ,251 ,172 -,117 ,060 ,114 270 Dialchang62 ,206 ,108 ,050 ,815 -,026 -,167 ,166 ,044 ,134 ,041 ,118 ,151 DialChang63 ,235 ,159 ,145 ,802 -,054 -,026 -,034 ,017 ,096 ,067 ,157 ,096 DialChange28 ,038 ,008 ,160 ,522 ,336 ,248 ,035 ,215 -,058 ,123 ,063 -,077 RPbVUpdIY50 (fit my job) ,086 ,162 -,070 ,373 -,169 ,198 ,371 -,109 ,022 ,074 -,080 ,267 UpdIN59 (chnage continuous) ,190 ,138 ,060 ,205 -,008 -,062 ,048 ,036 ,116 -,024 -,015 ,047 VSMDir38 ,089 ,111 ,169 -,048 ,777 ,180 -,019 -,003 ,030 ,037 -,120 ,097 RMUpdWN20 innovation) ,062 ,126 ,387 -,184 ,558 -,282 ,026 ,013 ,031 ,019 ,148 ,157 CommIdDirIY36 ,037 -,020 ,014 ,173 ,488 -,004 -,011 ,367 -,047 -,069 ,091 -,258 VDirWN67 ,116 ,048 ,130 -,084 -,068 ,712 -,157 -,036 -,055 ,053 ,175 -,005 SM265 da eliminare ,201 -,076 -,136 -,019 ,213 ,428 ,175 ,005 -,024 ,141 ,048 -,020 VSMAn40 ,260 ,043 ,198 -,099 ,120 ,410 ,128 ,012 ,092 -,186 ,159 ,313 AnIN58 -,148 -,015 ,217 ,248 ,110 ,361 ,098 ,198 -,064 ,083 -,223 ,247 MVDial56 ,145 ,036 ,388 ,065 ,046 -,059 ,567 ,092 ,052 ,001 -,108 -,146 PersAn03 ,334 ,314 ,113 ,124 ,040 ,017 ,543 ,053 ,110 ,102 ,207 ,066 RPbMOInfCDiaIN48 (my job) ,019 ,070 ,142 -,019 -,028 -,018 ,000 ,785 ,128 ,030 ,038 -,007 VDirIN61 (my job) ,195 ,211 ,370 ,111 ,197 -,017 ,192 ,560 ,068 ,104 -,152 ,164 AppAwVDirIN49 (my job) ,022 -,043 ,176 ,203 ,319 ,155 ,035 ,429 -,316 -,172 ,055 -,028 RAppIdUpWY02 ,349 ,081 -,018 ,113 ,053 -,009 ,251 ,177 ,679 ,130 -,059 ,027 271 MCN4 ,210 ,501 ,023 ,135 ,109 -,073 ,034 -,054 ,513 -,084 ,198 ,081 CommNDirIY37 (legittimate opposing) ,174 ,192 ,037 ,085 -,235 -,094 -,221 ,229 ,476 ,139 ,236 ,104 RAppIdDirWY01 ,351 ,225 ,044 ,148 ,019 ,233 ,085 -,158 ,365 -,044 -,023 -,011 PersAnIbest10 ,201 ,135 ,047 ,092 -,072 ,162 ,097 ,009 ,170 ,693 ,168 ,008 Pers12 ,366 ,252 ,083 ,087 ,181 -,046 ,027 -,002 -,027 ,538 ,295 ,275 RCeSeOIY11 ,159 ,050 ,060 ,206 ,106 ,272 ,021 -,038 ,092 ,166 ,687 ,034 RCeSeOIY13 ,321 ,312 ,115 ,240 -,095 ,079 -,067 ,167 -,042 ,263 ,435 ,097 AppCommCAwUpdWY34 ,246 ,305 -,108 ,064 ,004 ,001 ,057 ,213 ,173 ,120 ,333 ,114 SEAnUpdIN69 ,162 ,122 ,059 ,180 ,006 -,037 -,059 ,046 ,046 ,067 ,093 ,524 RAppAwUpdWY70 ,385 ,378 ,075 ,134 ,032 ,222 ,029 -,116 -,058 ,001 -,132 ,469 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 18 iterations. 60 variables 272 SM Model A first set of macro-analysis, involving 60 out of 70 items, have been processed. Since the first analysis an attempt to prove the 4 SM driver of change has been done. Table July 1st KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. ,647 Bartlett's Test of Sphericity Approx. Chi-Square 2,789E3 df 1378 Sig. ,000 SM Model 1 General SM-side Rotated Factor Matrix 67% variance explained in 12 factors Factor 1 sense of direction Updating Dialogo nel context Dial change e tenendo conto del content 5 Vision ext 6 Vision Manag 7 no 8 my skills, no choice go CN 9 Direction a EFA1 Capacity attaccata a Factor1 Change Efficacy 12 273 SM164 ,695 ,061 ,190 ,087 -,018 ,013 -,234 ,168 ,125 ,049 -,090 ,100 SM366 ,691 ,132 ,006 ,191 ,111 -,031 ,081 ,069 ,260 ,026 ,023 ,198 PersDirI35 ,676 ,182 -,046 ,112 ,155 -,062 ,136 ,007 ,070 ,149 ,208 ,143 AppCommAAwDirWY31 ,654 ,329 ,108 -,047 -,054 ,234 ,227 -,033 ,183 ,123 ,022 -,111 CommAIdDirIY29 ,648 ,197 ,053 ,262 -,044 ,219 ,249 -,010 ,065 ,151 ,267 -,148 RAppAwUpdWY07 ,617 ,349 ,173 ,082 -,029 ,191 -,031 ,123 ,201 ,102 -,092 ,012 PersUpd16 ,613 ,452 ,042 -,024 ,063 ,091 ,192 -,112 -,030 -,038 ,144 ,006 RAppAWUpdWY06 ,561 ,171 ,034 ,158 -,094 ,183 ,133 ,167 ,167 ,052 ,117 ,231 VPersAn52 ,544 ,062 ,040 ,065 ,126 -,038 ,413 ,147 ,037 ,379 ,015 ,197 PersUpd32 ,534 ,177 ,144 ,196 -,121 ,256 ,284 ,029 ,016 ,071 ,015 ,336 PersDial17 ,521 ,326 ,037 -,026 -,044 -,159 ,099 -,027 -,049 ,122 ,211 ,208 Persdialbest18 ,506 ,020 ,006 ,200 ,029 ,221 ,141 -,041 ,013 ,401 ,089 ,051 SenseDir53 ,505 ,012 ,231 -,097 ,303 ,094 ,029 -,045 -,088 -,073 ,273 -,034 MCN23 ,496 ,397 ,182 ,131 ,088 -,156 -,169 ,129 ,117 -,116 -,022 ,054 MCN21 ,060 ,682 ,220 ,037 -,038 -,138 ,129 ,018 ,030 ,037 ,088 ,117 MCN30 ,331 ,605 -,018 ,243 -,043 ,150 ,047 -,037 ,271 ,102 ,019 ,054 MCN39 ,371 ,601 ,040 ,169 ,015 ,187 ,007 ,222 ,100 ,082 ,068 -,042 MCN22 ,456 ,581 ,257 ,003 ,096 ,048 -,176 -,041 -,103 ,064 ,026 -,021 MCN Dir19 ,140 ,568 ,334 ,142 ,163 -,149 ,197 ,269 ,015 ,020 -,035 ,107 274 SenseDir08 ,459 ,539 ,041 ,182 ,134 ,330 ,284 ,024 ,227 ,112 -,048 -,185 RAppAwUpdWY05 ,161 ,490 ,067 -,050 ,074 ,014 -,021 ,061 ,157 ,121 ,049 ,337 PersUp33 ,386 ,425 ,008 ,165 ,059 ,009 ,310 ,087 -,069 ,248 ,166 ,175 AwAnUpdIY68 ,214 ,351 -,100 -,038 -,315 ,089 ,156 -,069 -,331 -,083 -,128 ,186 MDialog57 ,026 ,063 ,710 -,088 ,095 ,006 -,095 ,166 -,013 -,094 ,117 ,110 DialogCom26 -,084 ,032 ,637 ,212 ,106 ,245 -,072 ,061 -,124 ,140 ,172 -,016 MDialog55 ,185 ,262 ,633 -,117 ,047 ,032 ,058 ,082 ,061 -,045 -,205 ,135 CDiaIN60 ,344 ,196 ,603 ,238 ,028 ,001 ,081 -,033 -,033 ,177 -,172 ,082 DialogCom27 -,011 ,016 ,543 ,215 ,284 -,013 ,159 ,009 ,045 ,007 ,011 -,060 MDialog24 ,198 ,057 ,462 ,104 -,127 ,081 ,264 ,160 ,080 ,049 ,063 -,115 VUpd41 (dialogo con l‘esterno) ,049 ,044 ,429 ,069 ,418 ,089 ,105 -,006 ,019 -,419 ,180 ,060 MDialog54 ,208 ,123 ,298 ,051 ,216 -,140 ,106 ,251 ,172 -,117 ,060 ,114 Dialchang62 ,206 ,108 ,050 ,815 -,026 -,167 ,166 ,044 ,134 ,041 ,118 ,151 DialChang63 ,235 ,159 ,145 ,802 -,054 -,026 -,034 ,017 ,096 ,067 ,157 ,096 DialChange28 ,038 ,008 ,160 ,522 ,336 ,248 ,035 ,215 -,058 ,123 ,063 -,077 RPbVUpdIY50 (fit my job) ,086 ,162 -,070 ,373 -,169 ,198 ,371 -,109 ,022 ,074 -,080 ,267 UpdIN59 (chnage continuous) ,190 ,138 ,060 ,205 -,008 -,062 ,048 ,036 ,116 -,024 -,015 ,047 275 VSMDir38 ,089 ,111 ,169 -,048 ,777 ,180 -,019 -,003 ,030 ,037 -,120 ,097 RMUpdWN20 innovation) ,062 ,126 ,387 -,184 ,558 -,282 ,026 ,013 ,031 ,019 ,148 ,157 CommIdDirIY36 ,037 -,020 ,014 ,173 ,488 -,004 -,011 ,367 -,047 -,069 ,091 -,258 VDirWN67 ,116 ,048 ,130 -,084 -,068 ,712 -,157 -,036 -,055 ,053 ,175 -,005 SM265 da eliminare ,201 -,076 -,136 -,019 ,213 ,428 ,175 ,005 -,024 ,141 ,048 -,020 VSMAn40 ,260 ,043 ,198 -,099 ,120 ,410 ,128 ,012 ,092 -,186 ,159 ,313 AnIN58 -,148 -,015 ,217 ,248 ,110 ,361 ,098 ,198 -,064 ,083 -,223 ,247 MVDial56 ,145 ,036 ,388 ,065 ,046 -,059 ,567 ,092 ,052 ,001 -,108 -,146 PersAn03 ,334 ,314 ,113 ,124 ,040 ,017 ,543 ,053 ,110 ,102 ,207 ,066 RPbMOInfCDiaIN48 (my job) ,019 ,070 ,142 -,019 -,028 -,018 ,000 ,785 ,128 ,030 ,038 -,007 VDirIN61 (my job) ,195 ,211 ,370 ,111 ,197 -,017 ,192 ,560 ,068 ,104 -,152 ,164 AppAwVDirIN49 (my job) ,022 -,043 ,176 ,203 ,319 ,155 ,035 ,429 -,316 -,172 ,055 -,028 RAppIdUpWY02 ,349 ,081 -,018 ,113 ,053 -,009 ,251 ,177 ,679 ,130 -,059 ,027 MCN4 ,210 ,501 ,023 ,135 ,109 -,073 ,034 -,054 ,513 -,084 ,198 ,081 276 CommNDirIY37 (legittimate opposing) ,174 ,192 ,037 ,085 -,235 -,094 -,221 ,229 ,476 ,139 ,236 ,104 RAppIdDirWY01 ,351 ,225 ,044 ,148 ,019 ,233 ,085 -,158 ,365 -,044 -,023 -,011 PersAnIbest10 ,201 ,135 ,047 ,092 -,072 ,162 ,097 ,009 ,170 ,693 ,168 ,008 Pers12 ,366 ,252 ,083 ,087 ,181 -,046 ,027 -,002 -,027 ,538 ,295 ,275 RCeSeOIY11 ,159 ,050 ,060 ,206 ,106 ,272 ,021 -,038 ,092 ,166 ,687 ,034 RCeSeOIY13 ,321 ,312 ,115 ,240 -,095 ,079 -,067 ,167 -,042 ,263 ,435 ,097 AppCommCAwUpdWY34 ,246 ,305 -,108 ,064 ,004 ,001 ,057 ,213 ,173 ,120 ,333 ,114 SEAnUpdIN69 ,162 ,122 ,059 ,180 ,006 -,037 -,059 ,046 ,046 ,067 ,093 ,524 RAppAwUpdWY70 ,385 ,378 ,075 ,134 ,032 ,222 ,029 -,116 -,058 ,001 -,132 ,469 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 18 iterations. 60 variables Rotated Factor Matrixa 277 Model 1st July 52 items Maangers + Appropriateness Direction and Perosnal Involvement Dialogue Chnaging and participation Dialogue on Chnage Vision of change Perosnal involvement or benefits Strategic Direction on content 9 No change but context 11 12 MCN21 ,681 -,036 ,245 ,073 ,052 ,018 ,106 ,040 -,078 ,040 ,139 -,120 MCN22 ,645 ,413 ,214 ,105 ,010 ,105 -,089 -,115 ,094 -,065 ,041 -,024 MCN30 ,631 ,232 -,024 ,147 ,225 -,047 ,133 ,289 ,103 -,025 ,016 ,088 MCN39 ,603 ,295 ,038 ,160 ,170 ,003 ,082 ,134 ,169 ,186 -,038 ,114 MCNDir19 ,556 ,090 ,353 ,050 ,146 ,196 ,159 ,026 -,158 ,261 ,066 ,054 SenseDir08 ,536 ,318 ,119 ,205 ,142 ,066 ,270 ,367 ,187 ,003 -,232 ,188 MCN4 ,515 ,121 -,009 ,016 ,179 ,160 ,068 ,472 ,052 ,005 ,070 -,210 PersUpd16 ,493 ,451 ,017 ,132 -,003 ,144 ,378 ,042 ,171 -,070 -,055 -,142 RAppAwUpdWY05 ,493 ,103 ,033 ,154 -,064 ,103 ,085 ,130 ,037 ,054 ,295 ,040 PersUp33 ,433 ,211 ,036 ,387 ,151 ,091 ,428 ,004 ,003 ,086 ,091 ,015 SM164 ,147 ,722 ,117 ,094 ,077 ,008 -,040 ,070 ,075 ,152 ,073 ,018 SM366 ,173 ,634 ,050 ,142 ,190 ,086 ,202 ,307 -,016 ,038 ,171 -,068 RAppAwUpdWY07 ,396 ,572 ,183 ,152 ,059 -,031 ,023 ,242 ,128 ,089 ,037 ,129 278 PersDirI35 ,212 ,566 -,016 ,325 ,152 ,169 ,258 ,127 ,003 -,019 ,089 -,149 MCN23 ,443 ,535 ,132 -,058 ,152 ,134 -,055 ,073 -,063 ,105 ,028 -,062 RAppAWUpdWY06 ,191 ,466 ,067 ,186 ,151 -,070 ,271 ,234 ,213 ,148 ,219 -,009 SenseDir53 ,041 ,431 ,167 ,128 -,034 ,399 ,126 -,054 ,251 -,063 -,057 -,160 PersDial17 ,370 ,381 ,034 ,253 ,008 ,049 ,254 -,052 -,051 -,017 ,234 -,236 MDialog55 ,277 ,207 ,633 -,081 -,159 ,124 ,000 ,051 ,017 ,060 ,139 ,125 MDialog57 ,091 ,047 ,594 -,084 -,027 ,275 -,152 -,133 ,141 ,182 ,189 -,043 CDiaIN60 ,222 ,311 ,573 ,177 ,167 ,088 ,076 -,004 -,012 -,051 ,084 ,203 MVDial56 ,021 ,052 ,570 ,030 ,037 ,053 ,349 ,172 -,182 ,064 -,171 ,004 MDialog24 ,046 ,137 ,564 ,105 ,100 -,079 ,146 ,122 ,103 ,118 -,069 -,031 DialogCom26 ,042 -,091 ,562 ,149 ,226 ,168 -,127 -,184 ,327 ,038 ,039 ,119 DialogCom27 ,034 -,045 ,517 ,030 ,212 ,322 ,011 ,062 ,005 ,039 -,036 ,041 PersAnIbest10 ,156 ,076 ,085 ,710 ,078 -,137 ,026 ,182 ,116 ,020 -,004 ,047 Pers12 ,277 ,237 ,029 ,657 ,126 ,202 ,100 -,041 ,033 ,012 ,234 -,058 VPersAn52 ,063 ,411 ,129 ,501 ,030 ,112 ,437 ,149 -,128 ,124 ,072 ,081 Persdialbest18 ,041 ,406 ,035 ,500 ,175 -,008 ,234 ,073 ,161 -,078 -,039 ,130 Past ex[perRCeSe13 ,346 ,206 ,090 ,402 ,310 -,070 ,030 -,078 ,263 ,174 ,172 -,217 Dialchang62 ,126 ,150 ,087 ,101 ,826 -,037 ,216 ,138 -,158 ,039 ,127 -,006 279 DialChang63 ,184 ,204 ,130 ,125 ,815 -,058 ,026 ,083 ,026 -,002 ,132 ,046 DialChange28 -,009 ,030 ,145 ,169 ,516 ,237 ,011 -,012 ,179 ,166 -,104 ,281 Upd continuous change (emerging) 59 ,144 ,159 ,082 ,002 ,203 -,007 ,046 ,141 -,062 ,036 ,097 -,013 VSMDir38 Vision ,103 ,110 ,065 ,072 -,046 ,711 -,059 ,077 ,058 -,012 -,008 ,333 RMUpdWN20 Innov V ,139 ,025 ,251 ,117 -,095 ,702 -,100 -,002 -,166 ,086 ,162 -,132 VUpd41 V ,055 ,041 ,303 -,314 ,150 ,600 ,156 -,011 ,231 ,045 -,040 -,068 PersAn03 ,306 ,112 ,188 ,271 ,138 ,119 ,539 ,225 ,032 ,102 -,020 -,113 RPbVUpdIY50 ,141 ,001 ,017 ,083 ,288 -,175 ,493 ,111 ,047 -,130 ,099 ,242 PersUpd32 ,200 ,399 ,191 ,170 ,134 -,094 ,480 ,114 ,225 ,023 ,295 ,099 AwAnUpdIY68 ,358 ,172 -,065 -,086 -,085 -,265 ,371 -,274 ,019 -,067 ,063 ,086 RAppIdUpWY02 ,101 ,247 ,058 ,177 ,092 ,013 ,137 ,713 -,097 ,196 ,061 ,005 RAppIdDirWY01 ,243 ,275 ,080 ,019 ,109 ,000 ,064 ,473 ,184 -,169 ,035 ,079 VDirWN67 ,063 ,098 ,052 ,107 -,091 -,064 -,040 -,026 ,748 -,038 -,035 ,184 RCeSeOIY11 ,059 ,015 ,002 ,389 ,335 ,171 ,064 ,079 ,508 ,001 ,049 -,293 VSMAn40 ,066 ,202 ,117 -,064 -,066 ,237 ,290 ,107 ,458 ,057 ,178 ,035 280 RPbMOInfCDiaIN48 ,066 ,060 ,118 ,042 ,016 -,027 -,060 ,061 ,018 ,869 -,022 ,029 VDirIN61 ,215 ,192 ,372 ,112 ,077 ,206 ,169 ,058 -,108 ,525 ,078 ,252 AppAwVDirIN49 -,057 ,048 ,160 -,091 ,197 ,291 ,052 -,248 ,125 ,335 -,046 ,204 MDialog54 ,137 ,196 ,269 -,061 ,121 ,292 ,021 ,161 -,083 ,317 ,130 -,107 SEAnUpdIN69 ,115 ,125 ,016 ,108 ,173 ,047 ,039 ,050 ,006 ,028 ,676 ,051 RAppAwUpdWY70 ,396 ,335 ,072 ,026 ,061 ,024 ,204 ,038 ,126 -,150 ,461 ,248 AnIN58 -,032 -,119 ,198 ,010 ,149 ,072 ,114 -,027 ,149 ,149 ,156 ,550 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 17 iterations. An in-depth evaluation of theoretical links and connections between items has been initiated. 19 Rank mean 3 An (?) The managers believe that Carbon neutrality will open up new horizons and bring about a different future 281 20 4 Upd Being innovative in performing our own task, and if necessary changing them, is well rewarded in UN China 21 5 An When UN China will implement a Carbon Neutrality strategy, the Management will create space for experimental bottom-up activities and therefore staff members will find new unexpected opportunities 22 1 Dia Carbon Neutrality strategy will provide the UN China management with an opportunity to stimulate an open and frank discussions at all levels on organizational threats, opportunities, strengths and weaknesses. 23 2 upd With the Implementation of a Carbon Neutrality strategy, UN China Management will let staff members update many operational practices that will no longer fit with the external environment 24 6 dia I do not think my supervisor is fully available and skilled enough to discuss with me the implication of Carbon Neutrality strategy in UN China. Direction and CN 282 As far as we move from the principles to the daily activities the sense of direction floates…. 1 – 1 Carbon Neutrality Strategy matches the priorities of UN China 8* -4 It makes sense for UN to enter into this Carbon Neutrality process. 31* -5 UN is not making a mistake by introducing this Carbon Neutrality initiative now 35 -3 I feel a sense of duty to work towards Carbon Neutrality 37* – 7 It is not legitimate to oppose to go Carbon Neutrality (per tenere alto Alpha, via) 39 – 6 I totally adhere to the new vision that Carbon Neutrality goals will add to the UN China mission 29* -2 I do believe in the values behind a Carbon Neutrality strategy 49 – 8 I feel that a perfect match exist between the current vision of UN and my own job 53 – 5 The UN missions and goals give me a sense of pride Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items 283 Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .774 .786 6 Item Statistics Mean Std. Deviation N RAppIdDirWY01 5.8537 .98284 82 RAppAwDirWY08 5.7195 .89269 82 AppCommAAwDirWY31 5.5732 1.24752 82 CommNIdDirIY35 5.7683 .87910 82 VDirIN38 5.1341 1.16282 82 VDirIY39 5.5000 1.05702 82 Item-Total Statistics Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Squared Multiple Correlation Cronbach's Alpha if Item Deleted 284 RAppIdDirWY01 27.6951 13.918 .493 .283 .747 RAppAwDirWY08 27.8293 12.785 .770 .631 .686 AppCommAAwDirWY31 27.9756 11.407 .657 .546 .702 CommNIdDirIY35 27.7805 14.272 .520 .290 .743 VDirIN38 28.4146 15.332 .199 .075 .825 VDirIY39 28.0488 12.837 .600 .438 .720 Rotated Factor Matrixa Factor 1 2 RAppAwDirWY08 .854 .192 AppCommAAwDirWY31 .799 .017 VDirIY39 .719 .069 CommNIdDirIY35 .571 .091 RAppIdDirWY01 .558 .033 CommNDirIY37 .294 -.220 VDirIN38 .134 .762 CommIdDirIY36 .039 .424 285 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 3 iterations. 286 Fig.1 2 Scree plot of factors within the Direction group of items 287 288 The query to Animation: bottom up items have an high average Top-down items a low average Reliability Statistics Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items .679 .689 8 Item Statistics Mean Std. Deviation N RMDirWY19 4.8415 1.17031 82 RAppAnWY03 5.6220 1.22364 82 RCeSeOAnIY10 5.1220 1.37338 82 RPbIdAnIY14 4.7439 1.35000 82 RMAnWY21 4.6707 1.14455 82 OLcAnWY43 5.3415 1.19897 82 IdVAnIN51 4.9390 1.06976 82 AwAnUpdIY68 4.2317 1.23026 82 Rotated Factor Matrixa Factor 1 2 3 IdVAnIN51 .573 .066 .295 RAppAnWY03 .543 .399 .089 OLcAnWY43 .525 .181 .080 RCeSeOAnIY10 .370 .062 -.061 RMDirWY19 .369 .644 -.133 RMAnWY21 .308 .548 .043 AwAnUpdIY68 -.063 .431 .264 RPbIdAnIY14 .130 .071 .914 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. 289 Rotated Factor Matrixa Factor 1 2 3 IdVAnIN51 .573 .066 .295 RAppAnWY03 .543 .399 .089 OLcAnWY43 .525 .181 .080 RCeSeOAnIY10 .370 .062 -.061 RMDirWY19 .369 .644 -.133 RMAnWY21 .308 .548 .043 AwAnUpdIY68 -.063 .431 .264 RPbIdAnIY14 .130 .071 .914 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 7 iterations. 1 factor (bottom up animation): Means very high 3 My perception is that UN China will not benefit from going Carbon Neutrality. 10 When the organizational changes, driven by Carbon Neutrality processes are put in place I will have no problem handling those changes with ease. 43 Successful implementation of Carbon Neutrality in UN China will mostly depend on the staff members' abilities, hard work and our capacity to change our lifestyles. 51 The current UN Vision motivates my daily work and enables my good performances 2nd factor Managemnt (expectations from: top-down approach low means) 19 The managers believe that Carbon neutrality will open up new horizons and bring about a different future 21 When UN China will implement a Carbon Neutrality strategy, the Management will create space for experimental bottom-up activities and therefore staff members will find new unexpected opportunities 68* Carbon Neutrality in UN China will have several substantial effect on our (my) own job description and in our (my) daily work Factor 1 July 1st explained 290 Rotated Factor Matrixa Factor R approp CE ma coinvolgimento perosnale Manag RAppAwDirWY08 ,686 ,355 ,409 ,047 RAppIdUpWY02 ,654 -,057 ,077 ,266 CommAIdDirIY29 ,611 ,588 ,036 ,157 RAppIdDirWY01 ,570 ,089 ,154 ,135 RAppAwUpdWY07 ,476 ,259 ,342 ,398 RCeIdUpdWY16 ,277 ,656 ,297 ,214 RCeSeOIdDiaIY17 ,132 ,566 ,275 ,258 AppCommAUpdWY32 ,361 ,483 ,169 ,274 RCeSeODiaIY18 ,398 ,430 -,068 ,247 AwAnUpdIY68 -,082 ,384 ,199 ,033 RMAnWY21 ,078 ,158 ,747 -,023 RMDirWY19 ,137 ,170 ,639 ,139 RMDiaWY22 ,128 ,436 ,542 ,273 RAppAwUpdWY05 ,158 ,088 ,527 ,207 SM164 ,213 ,230 ,112 ,741 SM366 ,447 ,269 ,176 ,564 RMUpdWY23 ,169 ,171 ,414 ,502 CommNIdDirIY35 ,365 ,440 ,148 ,445 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 10 iterations. Rotated Component Matrixa Component Personal inv. (4 driv) Managemnt (4 driv) Duty pathway Direzione senso RCeIdUpdWY16 ,653 ,303 ,289 ,217 AwAnUpdIY68 ,638 ,225 -,055 -,282 CommAIdDirIY29 ,626 ,044 ,205 ,562 AppCommAUpdWY32 ,615 ,149 ,258 ,311 291 RCeSeOIdDiaIY17 ,593 ,282 ,323 ,053 RCeSeODiaIY18 ,582 -,156 ,254 ,366 RMAnWY21 ,130 ,823 -,010 ,075 RMDirWY19 ,163 ,735 ,142 ,112 RAppAwUpdWY05 ,036 ,649 ,217 ,163 RMDiaWY22 ,394 ,574 ,369 ,062 SM164 ,205 ,060 ,834 ,142 RMUpdWY23 ,097 ,410 ,679 ,085 SM366 ,281 ,139 ,639 ,406 CommNIdDirIY35 ,442 ,113 ,551 ,313 RAppIdUpWY02 -,027 ,049 ,267 ,750 RAppIdDirWY01 ,102 ,167 ,087 ,723 RAppAwDirWY08 ,431 ,407 ,091 ,642 RAppAwUpdWY07 ,267 ,336 ,462 ,465 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 8 iterations. All Readiness items shift to SM Model Rotated Factor Matrixa Factor Management +Appropriateness CE through an I-involvement SE Personal involv. Direction Dialogue Dialogue 2 Dial M Appropr+Personal Bene Personal Benefits RMDiaWY22 ,750 ,181 ,298 -,011 ,138 -,071 ,093 -,231 ,055 RMAnWY21 ,666 ,058 -,026 -,019 ,101 ,127 ,108 ,267 RMDirWY19 ,605 ,091 -,041 ,041 ,298 ,332 ,172 ,090 ,162 RAppIdUpdWY04 ,576 ,141 -,145 ,491 -,078 ,128 -,054 ,104 RAppAwUpdWY05 ,554 ,149 -6,883E-5 ,114 -,088 ,076 ,003 ,149 RMUpdWY23 ,548 ,063 ,217 ,222 ,075 ,161 ,058 -,093 RCeIdUpdWY16 ,514 ,252 ,366 ,203 ,062 -,108 ,116 ,135 ,011 RAppAwDirWY08 ,483 ,285 ,248 ,448 ,296 -,026 -,082 ,093 ,176 RAppAwUpdWY70 ,482 ,105 ,442 ,059 ,014 -,087 ,011 ,189 RCeSeOIdDiaIY17 ,458 ,303 ,244 ,092 ,001 -,074 ,198 ,108 292 RCeSeOIY13 ,347 ,669 ,147 -,100 ,048 ,265 -,096 ,071 RCeSeOIY11 ,060 ,647 -,027 ,090 ,040 ,050 ,027 ,001 RCeSeOIY12 ,328 ,636 ,109 ,029 -,033 -,019 ,252 ,119 ,088 RCeSeOAnIY10 ,105 ,602 ,094 ,160 ,013 ,023 -,017 ,133 ,289 RCeSeODiaIY18 ,071 ,596 ,241 ,227 ,156 -,120 -,030 ,072 ,034 RAppAWUpdWY06 ,255 ,312 ,561 ,203 ,052 ,186 -,121 ,404 RAppAwUpdWY07 ,407 ,182 ,542 ,319 ,171 ,125 ,017 ,038 ,026 RMOLc45 -,010 ,063 ,487 ,003 -,013 ,161 ,031 -,076 ,028 RPbIdUpdIY15 ,202 ,048 ,457 ,025 ,201 -,115 -,312 ,367 RAppIdUpWY02 ,081 ,144 ,078 ,772 ,063 ,206 ,094 ,131 ,066 RAppIdDirWY01 ,244 ,102 ,270 ,481 ,207 -,120 -,101 ,037 RMOAppDiaWY24 ,065 ,191 ,056 ,093 ,745 ,207 -,087 ,020 RMKDiaWN56 ,069 -,063 ,056 ,127 ,642 ,077 ,240 ,238 ,186 RPbMOInfCDiaIN48 ,035 ,054 ,045 ,077 ,093 ,624 ,019 -,030 RMKDiaWN54 ,195 -,010 ,173 ,122 ,133 ,536 ,325 ,000 ,108 RMUpdWN20 ,216 ,077 -,062 ,028 ,051 ,151 ,743 -,113 RMKdiaWN57 ,167 -,012 ,145 -,162 ,261 ,344 ,356 -,133 RAppAnWY03 ,334 ,305 ,021 ,347 ,176 ,058 ,170 ,508 RPbVUpdIY50 ,135 ,165 ,054 ,098 ,124 -,112 -,218 ,493 ,134 RCeAwAnWY09 -,050 ,069 ,052 ,005 ,047 -,064 -,006 ,063 ,686 RPbIdAnIY14 ,040 ,140 ,318 ,057 ,056 -,136 ,261 ,092 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 13 iterations. SM Model Factor M SD 1 2 3 4 5 6 7 1-Age 2-Gender 3-Nation-Intern 4-5-6-7-Appropriateness (15) ,909 293 8-Direction (17) ,588 9-Dialogue (12) ,350 10-Updating (8) ,522 11-Animation (6) ,139 12-Awareness of Change (2-Update) ,395 Bilateral Correlation between factors of SM Model Appropriateness Direction Dialogue Updating Animation Awareness of Change 1-Appropriateness (15) ,909 2-Direction (17) ,588 ,920 3-Dialogue (12) ,350 ,314 ,834 4-Updating (8) ,522 ,583 ,245 ,849 5-Animation (6) ,139 ,108 ,315 ,038 ,726 6-Awareness of Change (2-Update) ,395 ,239 ,270 ,476 ,071 ,904 In bold the measures of Cronbach’s Alpha related to the items in brackets. The correlations have been achieved with Correlation measures matching two factors out of the field. Factor Correlation Matrix Factor 1 2 Dir 1.000 appr .588 1.000 Factor Correlation Matrix Factor 1 2 Dir 1.000 dial .314 1.000 Factor Correlation Matrix Factor 1 2 3 294 Dir 1.000 Update .583 1.000 UpdawCh ,239 ,262 1,000 Factor Correlation Matrix Factor 1 2 Dir 1.000 ,108 anim .108 1.000 Factor Correlation Matrix Factor 1 2 App 1.000 ,522 Upd .522 1.000 Factor Correlation Matrix Factor 1 2 Appr 1.000 Dial .350 1.000 Factor Correlation Matrix Factor 1 2 Appr 1.000 Anim .139 1.000 Factor Correlation Matrix Factor 1 2 Upd 1.000 Amim .059 1.000 Factor Correlation Matrix Factor 1 2 Dial 1.000 Amim .315 1.000 295 Factor Correlation Matrix Factor 1 2 Upd 1.000 Dial .059 1.000 Last SM EFA-EFA 8th July 28 items 6 factors – PAF Oblimin KMO 726 63,4% Variance explained KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. ,726 Bartlett's Test of Sphericity Approx. Chi-Square 1,210E3 Df 378 Sig. ,000 296 Total Variance Explained Factor Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadingsa Total % of Variance Cumulative % Total % of Variance Cumulative % Total 1 8,339 29,782 29,782 7,904 28,230 28,230 5,749 2 3,222 11,505 41,287 2,750 9,822 38,052 2,619 3 1,832 6,542 47,830 1,475 5,269 43,321 3,405 4 1,569 5,603 53,432 1,101 3,933 47,255 3,368 5 1,507 5,383 58,816 1,079 3,855 51,109 5,062 6 1,294 4,622 63,438 ,856 3,059 54,168 2,691 7 1,013 3,618 67,056 8 ,971 3,466 70,522 9 ,953 3,402 73,924 10 ,838 2,993 76,917 11 ,745 2,662 79,579 12 ,659 2,352 81,931 13 ,595 2,125 84,057 14 ,561 2,005 86,061 15 ,530 1,894 87,956 16 ,452 1,615 89,571 17 ,430 1,535 91,105 18 ,411 1,469 92,574 19 ,353 1,262 93,836 20 ,313 1,119 94,955 21 ,311 1,110 96,065 22 ,238 ,850 96,915 23 ,226 ,807 97,722 24 ,178 ,635 98,357 25 ,176 ,627 98,984 26 ,112 ,400 99,385 27 ,103 ,367 99,752 28 ,069 ,248 100,000 Extraction Method: Principal Axis Factoring. a. When factors are correlated, sums of squared loadings cannot be added to obtain a total variance. 297 298 Pattern Matrixa Factor 1 2 3 4 5 6 SMDIR66 ,839 -,087 ,110 -,013 -,067 -,086 SMDIR164 ,685 ,084 ,025 -,048 -,007 ,037 DIR06 ,667 ,036 ,023 ,109 ,097 ,153 DIR35 ,568 -,171 ,085 ,259 -,025 -,203 DIR07 ,565 ,039 -,007 -,039 ,346 ,070 DIR32 ,540 ,084 ,083 ,129 ,100 ,107 Updcore52mot ,510 -,177 -,022 ,294 ,019 -,237 DIA26 -,079 ,744 ,074 ,277 -,034 ,050 DIA57 ,051 ,708 -,089 -,041 ,065 -,115 DIA27 -,006 ,429 ,116 ,040 -,003 -,208 DIA55 ,267 ,402 -,202 -,200 ,339 -,106 UpdDialch62 ,085 -,081 ,867 ,013 ,045 ,036 UpdDialCh63 ,097 ,091 ,838 ,053 ,051 ,137 Updcore12 ,088 -,070 ,012 ,656 ,183 -,275 Updcore10 ,150 ,087 -,095 ,636 ,061 ,118 Updcore11 -,007 ,113 ,212 ,507 -,065 -,051 Updcore13 ,154 ,197 ,143 ,454 ,202 ,132 Approp21 -,101 ,073 -,002 ,027 ,721 ,027 Approp19 ,018 ,106 ,135 -,119 ,633 -,222 Apporp30 ,123 -,184 ,227 ,064 ,607 ,060 Approp39 ,170 -,011 ,143 ,100 ,524 ,044 Approp05 ,125 -,045 -,132 ,115 ,511 -,048 Apporp25 -,026 ,136 ,381 -,057 ,387 -,194 Updcore33 ,137 -,182 ,142 ,325 ,379 -,154 Anim20 -,167 ,102 -,063 ,107 ,142 -,751 Anim38 ,058 ,035 -,070 ,005 -,004 -,645 AnimDIa41 ,075 ,374 ,152 -,178 -,084 -,403 Anim54 ,294 ,194 ,108 -,136 ,017 -,321 Extraction Method: Principal Axis Factoring. Rotation Method: Oblimin with Kaiser Normalization. a. Rotation converged in 18 iterations. 299 Structure Matrix Factor 1 2 3 4 5 6 SMDIR66 ,845 ,013 ,334 ,281 ,357 -,206 DIR06 ,730 ,052 ,263 ,361 ,420 -,004 DIR07 ,705 ,124 ,232 ,235 ,594 -,121 DIR35 ,691 -,060 ,310 ,469 ,343 -,249 SMDIR164 ,672 ,128 ,222 ,181 ,320 -,119 DIR32 ,642 ,115 ,303 ,353 ,402 -,050 Updcore52mot ,640 -,069 ,208 ,469 ,350 -,269 DIA57 ,117 ,751 ,054 -,063 ,215 -,373 DIA26 ,066 ,714 ,228 ,229 ,146 -,188 DIA27 ,111 ,516 ,213 ,047 ,157 -,365 DIA55 ,352 ,500 -,020 -,096 ,465 -,348 UpdDialCh63 ,369 ,190 ,893 ,318 ,299 -,008 UpdDialch62 ,354 ,058 ,890 ,287 ,273 -,051 Updcore12 ,441 ,038 ,273 ,736 ,443 -,302 Updcore10 ,347 ,027 ,134 ,673 ,264 ,063 Updcore13 ,433 ,204 ,375 ,587 ,434 -,018 Updcore11 ,211 ,129 ,351 ,538 ,145 -,091 Approp19 ,368 ,329 ,300 ,079 ,712 -,414 Apporp30 ,474 -,049 ,390 ,330 ,689 -,054 Approp21 ,250 ,189 ,156 ,175 ,687 -,136 Approp39 ,485 ,103 ,339 ,330 ,653 -,111 Approp05 ,372 ,051 ,055 ,254 ,570 -,152 Updcore33 ,481 -,039 ,347 ,513 ,561 -,211 Apporp25 ,298 ,335 ,492 ,128 ,519 -,360 Anim20 ,062 ,359 ,043 ,060 ,258 -,779 Anim38 ,158 ,249 ,019 -,003 ,155 -,659 AnimDIa41 ,124 ,534 ,207 -,154 ,100 -,544 Anim54 ,362 ,353 ,226 -,017 ,254 -,457 Extraction Method: Principal Axis Factoring. 300 Structure Matrix Factor 1 2 3 4 5 6 SMDIR66 ,845 ,013 ,334 ,281 ,357 -,206 DIR06 ,730 ,052 ,263 ,361 ,420 -,004 DIR07 ,705 ,124 ,232 ,235 ,594 -,121 DIR35 ,691 -,060 ,310 ,469 ,343 -,249 SMDIR164 ,672 ,128 ,222 ,181 ,320 -,119 DIR32 ,642 ,115 ,303 ,353 ,402 -,050 Updcore52mot ,640 -,069 ,208 ,469 ,350 -,269 DIA57 ,117 ,751 ,054 -,063 ,215 -,373 DIA26 ,066 ,714 ,228 ,229 ,146 -,188 DIA27 ,111 ,516 ,213 ,047 ,157 -,365 DIA55 ,352 ,500 -,020 -,096 ,465 -,348 UpdDialCh63 ,369 ,190 ,893 ,318 ,299 -,008 UpdDialch62 ,354 ,058 ,890 ,287 ,273 -,051 Updcore12 ,441 ,038 ,273 ,736 ,443 -,302 Updcore10 ,347 ,027 ,134 ,673 ,264 ,063 Updcore13 ,433 ,204 ,375 ,587 ,434 -,018 Updcore11 ,211 ,129 ,351 ,538 ,145 -,091 Approp19 ,368 ,329 ,300 ,079 ,712 -,414 Apporp30 ,474 -,049 ,390 ,330 ,689 -,054 Approp21 ,250 ,189 ,156 ,175 ,687 -,136 Approp39 ,485 ,103 ,339 ,330 ,653 -,111 Approp05 ,372 ,051 ,055 ,254 ,570 -,152 Updcore33 ,481 -,039 ,347 ,513 ,561 -,211 Apporp25 ,298 ,335 ,492 ,128 ,519 -,360 Anim20 ,062 ,359 ,043 ,060 ,258 -,779 Anim38 ,158 ,249 ,019 -,003 ,155 -,659 AnimDIa41 ,124 ,534 ,207 -,154 ,100 -,544 Anim54 ,362 ,353 ,226 -,017 ,254 -,457 Rotation Method: Oblimin with Kaiser Normalization. 301 Factor Correlation Matrix Factor Direction Dialogue Awareness Change (Updating) Updating Appropriateness Animation .852 Direction 1,000 .717 Dialogue ,077 1,000 Aware Change ,296 ,157 1,000 .825 Updating ,332 -,044 ,265 1,000 .804 Appropriateness ,475 ,188 ,240 ,258 1,000 .720 Animation -,183 -,343 -,102 ,009 -,218 1,000 Extraction Method: Principal Axis Factoring. Rotation Method: Oblimin with Kaiser Normalization. .717 in bold is Cronbach‘s Alpha KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. ,733 Bartlett's Test of Sphericity Approx. Chi-Square 1,530E3 df 561 Sig. ,000 PAF-Varimax 60 % della varianza explained 34 Items Rotated Factor Matrixa Factor 1 2 3 4 5 6 APP30 ,677 ,278 ,194 -,064 ,245 -,068 APP21 ,650 ,006 ,176 ,215 ,007 -,104 302 APP39 ,605 ,293 ,238 ,083 ,179 -,025 APP19 ,602 ,152 ,089 ,382 ,077 ,117 DIR08 ,595 ,437 ,172 -,007 ,151 ,108 APP22 ,529 ,306 ,160 ,351 -,004 -,032 APP04 ,526 ,227 ,109 -,040 ,179 ,214 APP05 ,496 ,215 ,217 ,078 -,096 ,031 APP25 ,439 ,156 ,046 ,386 ,325 ,117 SMDIR66 ,217 ,769 ,186 -,020 ,155 ,155 SMDIR164 ,136 ,653 ,083 ,185 ,076 -,045 DIR06 ,219 ,631 ,265 ,027 ,138 -,063 DIR07 ,430 ,607 ,118 ,140 ,064 -,054 DIR35 ,244 ,571 ,412 -,060 ,089 ,157 DIR32 ,220 ,558 ,247 ,155 ,145 -,155 52motiv ,159 ,538 ,444 ,008 -,022 ,077 DIR01 ,358 ,373 -,029 -,090 ,224 ,133 UPD12 ,241 ,247 ,705 ,138 ,026 ,087 UPD10 ,099 ,220 ,606 ,011 ,044 -,106 UPD13 ,266 ,216 ,541 ,185 ,238 -,106 UPD11 ,082 ,051 ,515 ,012 ,290 ,193 UPd33 ,437 ,289 ,443 ,038 ,126 ,004 UPD34 ,353 ,173 ,390 -,136 ,087 ,073 DIA57 ,066 ,012 ,001 ,705 -,038 ,107 DIA26 -,053 -,026 ,213 ,667 ,176 ,086 DIA55 ,313 ,266 -,092 ,550 -,170 ,032 DIA27 ,026 ,044 ,030 ,497 ,149 ,268 AN41 ,094 ,074 -,154 ,485 ,096 ,435 DialChang63 ,188 ,216 ,200 ,140 ,847 -,005 Dialchang62 ,165 ,207 ,207 ,055 ,762 ,026 AN38 ,179 ,114 ,001 ,229 -,158 ,642 AN20 ,195 -,048 ,134 ,412 -,159 ,493 AN36 -,013 ,013 ,037 ,100 ,095 ,435 AN68 ,324 ,137 -,013 -,025 -,061 -,433 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 7 iterations. 303 Factor Score Covariance Matrix Factor App dir upd dia Dial ch Anim App ,819 Dir ,080 ,820 Upd ,045 ,067 ,770 Dial ,046 -,006 ,002 ,804 Dial ch ,016 ,022 ,034 ,012 ,875 AN -,002 ,014 ,001 ,073 -,013 ,720 Extraction Method: Principal Axis Factoring. Rotation Method: Varimax with Kaiser Normalization. 304 i One-UN delivery is the outcome of a UN High-level Panel report: “In November 2006, the Panel finally submitted its report to the Secretary-General after seven months of work. Entitled “Delivering as One,” (A/61/583) it included extensive recommendations on “…a framework for a unified and coherent UN structure at the country level […] matched by more coherent governance, funding and management arrangements at the centre,” (Perry, von Freisleben, et al., 2007). ii A program of one-UN learning activities in China. iii One-UN China management depends on the Resident Coordinator (traditionally the Resident Representative of UNDP at country level), his/her own office, and the UN Country Team (UNCT) composed by all the UN agencies leaders in the Country offices. iv Environment Management Group: System-wide coordination body of the United Nations that furthers inter-agency Cooperation in support of the implementation of the international environmental and human settlement agenda. EMG’s Membership consists of the specialized agencies, programmes and organs of the United Nations including the secretariats of the Multilateral Environmental Agreements. It is chaired by the Executive Director of United Nations Environment Programme (UNEP) and supported by a secretariat provided by UNEP. The EMG identifies issues on the agenda that warrant joint efforts, and finds ways of engaging its collective capacity in coherent management responses to those issues. voccurred in october 2007 viii See the fig. 2.2.The 6 images belong to two different dominant groups of images related to the management: The Management as Control, and the Management as Shaping. ix “as change takes people out of their comfort zone”. x Tools of change consist also of the production, the development and tailoring of some of these tools. xi “Goals being sought and the competencies needed to attain them” (Palmer et al. 2009, 121). xii According to Aarons, 4 things must be taken into consideration in the readiness to change: Structures, People, Process, Technology (Aarons, 2006) xiii as an alternative perspective, some researchers assessed the individuals within the organizations and the psychological factors influencing change efforts (Bray, 1994; Judge, Thoresen, Pucik, & Welburne, 1999; Kavanagh & Ashkanasy, 2006; Schein, 1980; Vakola, Tsaousis, & Nikolaou, 2004; Wanberg & Banas, 2000; they are all quoted in Devos (et al., 2007) xiv The interpreter image of change (par. 2.2.5.) elaborated by Palmer (and al., 2009) seems fitting perfectly with the CN strategy adopted by UN, as the interpreter intends taking into account also the unintended outcomes of a planned change. In other words the emergent changes. xv They “need to be able to provide legitimate arguments and reasons for why their actions fit within the situation and should be viewed as legitimate” (Barge and Oliver,2003:138-139 in Palmer et al.,2008). xvi Lewin was instead challenged by SM regarding the theory of intervention. xvii With Harris (1996) proposing even an individual aspect, through the “schema theory” xviii ‖Change in organizations is slowed but it does not stop completely. Recurrent patterns can lose their shape, they can become obsolete, and the pattern can shift each time is redone” xix Sensegiving is “the process of attempting to influence the sensemaking and meaning construction of others toward a preferred redefinition of organizational reality” (Gioia & Chittipeddi, 1991, p. 442) xx It is an image of Resilient organizations. xxi It is, instead from the point of view of resilience and from the point of prevention of risks (see Annex 3), that change is explored under SM lenses. xxii ―Emergent, continuous change forms the infrastructure that determines whether planned change will succeed‖ (Weick). xxiii The concept of enactment, substantial to SM, underpins this statement – the idea that people generate the environment through their actions and through their attempts to make sense of these actions (Smircich and Stubbart, 1985). xxiv This chain triggers also increasing pressures for planned change, augmenting the likelihood of further crisis within the organization (Maitlis and Sonenshein,2010). xxv “no beginning or end point in this process” (Orlikowski,1996;Weick,2009), xxvi Ground for existence relates to organizational legitimacy and to core formulations explaining why the organization exists and what it is meant to accomplish, as well as providing the main direction for its activities (Steinthorsson & Söderholm, 2002, 235). 305 xxvii “In general, poor people, people living in ecologically fragile areas, and some groups of women and children will be most affected by climate change and are most vulnerable to climate risks” (NHDR,2010;Greenpeace,2009). xxviii For instance, CN, at short and long-term, have an impact on electricity and heating bills (heating contribution to Carbon emissions accounts to UNC, around 50%), but in order to get these beneficial effects, heavy and expensive investments are needed, with direct consequences on budget allocation. xxix For Instance, the implementation of a CN strategy implies also an influence on evaluations, scorecards, result based assessment, HR but mostly on behavioural components of the organization (consumptions, working style, working and professional habits); also, new behaviours can reduce emissions. For instance, a reduced use of air conditioning in summer could ultimately contribute to reduce the Carbon output. CN as a complex output of change in behaviours and/or technologies complicates the full understanding of CNP and its consequences in the organizational management, obscuring the entire set of implications hidden and embedded in an adhesion to CN. xxx For instance, regarding UN strategic choices, UN-core funding level, possible allocation of donors’ funding, relationships of sponsorship and public-private partnership aimed to activate pro-bono collaborations are all related matters to CN. A permanent linkage between CN outcome, CNP choices, and the organizational patterns will be determined. xxxi (agencies, programmes, organizations, departments, commissions, offices) xxxii The principal bodies and subsidiaries of the UN Secretariat are included under a regular budget of the UN, authorized by the General Assembly; voluntary contributions of different kind constitute the budgets of many agencies, programs and entities. Size and tasks are also very different. UNICEF, UNCTAD, UNDP, WFP, UNHCR have the duty to report to the General Assembly, annually. Then, there is the group of agencies reporting to the Economic and Social Council. They are ILO, FAO, UNESCO, WHO,UNIDOxxxii (Walker & Harland,2008). xxxiii The UN’s corporate intranet has created a sense of involvement in internal communications within the UN family and has helped promote a change in organizational culture”. xxxiv Or questions, such as: “Managing change and human resources in a new operational environment: What corporate culture and key skills are needed in the UN system, since a large share of UN staff will retire in 5 to 10 years?” xxxv The most informative report ever published on Climate Change. xxxvi ”the International Panel on Climate Change (IPCC) Fourth Assessment Report (2007) that […] describes progress in understanding of human and natural drivers of climate change, observed climate change, climate processes and attribution, and estimates of projected future climate change …contends that the research findings from science sooner or later force the global society and its political unions/governments to impose anti-climate change agreements and regulations across private and public sectors worldwide”. xxxvii ―never start with the idea of changing culture. Always start with the issue the organization faces; only when those business issues are clear should you ask yourself whether the culture aid or hinders resolving the issues. Always think initially of the culture as your source of strength…Try to build on existing cultural strengths rather than attempting to change those elements that may be weaknesses” xxxviii The other factors have been discussed with UNDP Senior Management and jointly evaluated as not appropriate to the context and the content of the research. xxxix There are three different kinds of commitment depending to three different mind-sets: a) affective commitment (desire to remain), b) continuance commitment (perceived cost of leaving), c) normative commitment (perceived obligation to remain). The three components of commitment have quite different implications for on-the-job enactment and assessing them in-depth is relevant to the success of a change. xl For instance, “It doesn’t make much sense for us to initiate this change” has become “It doesn’t make much sense for UN to enter into this Carbon Neutrality process” or “This change matches the priorities of our organization” changed in “Carbon Neutrality Strategy matches the priorities of UN China” (Holt et al.,2007). xli such as “the information I have received in my office regarding initiatives related to organizational change has always adequately matched my expectations”. xlii Zoomerang, had a blackout during the night of May 23rd, affecting 4 persons’ answers The author was told that some Trial Group selected tried to enter in the webpage and that they could not complete the survey. xliii A questionnaire on “commuting” on UN Staff that was done within the UN Climate Initiative in Cina in april (with 12 items) gave just 50 answers. xliv (OD and SM results partially overlapped OD individual adaptation and SM Updating, or OD Readiness management involvement and SM Appropriateness). xlv To corroborate this evidence several other instruments (measuring trust, Organization Culture etc.) should be introduced in the landscape of variables and items related xlvi he embodies the values, beliefs and goals of the collectivity…individual behavior is more “macro” than we…recognize” 306 xlvii Embeddedness perspective means that business strategy (of an organization) is embedded in the structural, institutional, political and cultural surroundings of the organization (Stenihorsson,2002)