A time and place for sustainability

Abstract

Purpose

The purpose of this paper is to describe a management development intervention, facilitated by two consultants, to support the leaders of a multinational organisation to make sense of sustainability through experiential dialogue and engagement. Participants from different communities and organisations convened to develop an open and challenging framework for discussion.

Design/methodology/approach

The two‐day, off‐site intervention focused on what it means to create sustainability for the business in the long term, with a particular emphasis on the responsibilities faced by the leaders and the organisation’s value chain. The workshop was designed around the principles of sensitizing, re‐visioning and transforming.

Findings

The intervention supported participants to discuss and engage with sustainability and allowed them to increase their understanding and vision, at both a personal and organisational level. Success factors included developing a solid contract between the consultant and client, the role of trust, sufficient time, open but goal‐directed facilitation skills, location congruence and being away from usual routines.

Originality/value

Management development interventions for sustainability need to take leaders away from their usual settings and relocate to a different place where they can challenge their current cognitions, values and beliefs. Human resource/Learning and development specialists need to continue to support their managers to make sense of the complex yet critical issues of sustainability.

Citation

Ceasar, N. and Page, N. (2013), "A time and place for sustainability", Journal of Management Development, Vol. 32 No. 3, pp. 268-276. https://doi.org/10.1108/02621711311318300