Social intrapreneurs are employees who develop business ideas and advocate for issues such as diversity, environmental protection, or social justice within their own organizations. Since they often hold lower hierarchical positions, they must find ways to initiate change from the bottom up. Here are some key strategies to make that happen.
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How employees can use mission statements and other papers to advocate for sustainable change
Mission statements, corporate visions, and similar documents are widely used in companies to signal commitments to responsibility, sustainability, or social justice—often without leading to real change. However, these documents can still be valuable tools for employees who want to drive transformation within their organization.
Continue reading “How employees can use mission statements and other papers to advocate for sustainable change”Issue Selling: How to convince decision-makers to initiate change toward sustainability
For organizational change to succeed, top management needs to be on board. When change initiatives come from employees rather than leadership, these ideas often need to be “sold” to decision-makers—especially when they involve social issues like environmental protection or fair working conditions. This article introduces four strategies for Issue Selling—the art of persuading managers to support social causes.
Continue reading “Issue Selling: How to convince decision-makers to initiate change toward sustainability”Four communication strategies that block change toward sustainability
The major challenges of our time—especially climate change—demand deep, sometimes uncomfortable and unpopular transformations. Opponents of change often resort to communication strategies that obstruct progress.
Continue reading “Four communication strategies that block change toward sustainability”When routines make managers ‘blind’ for ethical issues
Managers are often accused of deliberately acting unethically, accepting environmental damage or exploitative practices solely to maximize profits. However, in many cases, they may be unaware of the ethical consequences of their actions in daily business operations—they act with “ethical blindness.” This tendency is particularly strong when organizational routines come into play.
Continue reading “When routines make managers ‘blind’ for ethical issues”New values emerge through action: Even forced behavioral changes can alter worldviews
Not only can new ways of thinking lead to new behaviors, but changes often occur the other way around: new behavior enables new experiences; these new experiences reshape our mental models and values, which in turn make new behaviors “thinkable.” At first glance, this may sound like a theoretical subtlety, but it is highly relevant in practice when considering how change can be initiated—especially in the field of sustainability.
Continue reading “New values emerge through action: Even forced behavioral changes can alter worldviews”Pioneers, followers, or blockers? Responses to change depend on the “field forces” at play
One of the most critical success factors for change is whether people can be motivated to support it. Lewin’s field theory helps explain under what circumstances individuals initiate, support, or resist change.
Continue reading “Pioneers, followers, or blockers? Responses to change depend on the “field forces” at play”Sustainable change: Optimizing existing structures can hinder deeper transformations
Sustainability measures often focus on optimizing existing structures (e.g., reducing CO₂ emissions, minimizing waste). However, such optimizations can reinforce the status quo, potentially obstructing genuinely sustainable developments..
Continue reading “Sustainable change: Optimizing existing structures can hinder deeper transformations”Liegen Ihnen Ihre Mitarbeiter*innen am Herzen? Dann sollten Sie Ihr Unternehmen auf Nachhaltigkeit ausrichten
Ich habe gerade das wirklich empfehlenswerte Buch von Katharina Rogenhofer und Florian Schlederer, zwei der Hauptakteur*innen der österreichischen Fridays for Future Bewegung, mit dem Titel “Ändert sich nichts, ändert sich alles” gelesen. Neben vielen teils verstörenden Fakten und einer Reihe inspirierender Impulse, selbst aktiv zu werden, drängt sich mir folgende Schlussfolgerung auf:
Continue reading “Liegen Ihnen Ihre Mitarbeiter*innen am Herzen? Dann sollten Sie Ihr Unternehmen auf Nachhaltigkeit ausrichten”Suchen Sie noch Ihren Purpose? Lassen Sie sich von der “Vision 2050” inspirieren
Die “Vision 2050” mit dem Untertitel “Time to Transform” entwirft in 9 sogenannten Transition Pathways einen Rahmen, der das unternehmerische Handeln im kommenden Jahrzehnt leiten soll. Es ist nicht unwahrscheinlich, dass Sie in dieser Vision einen Purpose für Ihr Unternehmen finden können.
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Dr. Barbara Kump 