Limitations of cleaner production programmes as organisational change agents. II. Leadership, support, communication, involvement and programme design [An article from: Journal of Cleaner Production]

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Limitations of cleaner production programmes as organisational change agents. II. Leadership, support, communication, involvement and programme design [An article from: Journal of Cleaner Production] Overview

This digital document is a journal article from Journal of Cleaner Production, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.

Description:
This is the second in a two-part paper that discusses the results of an evaluation of a multi-company, multi-sector 'cleaner production' (CP) or 'pollution prevention' (PP) demonstration project undertaken in New Zealand (NZ). Part I provided an overview of the demonstration project and the evaluation methods, and discussed the limitations of the project in terms of commitment and on-going improvement. This part discusses further limitations, specifically as they relate to leadership, support, communication and involvement within participating businesses. Part II also considers the issue of standardisation, suggesting that CP/PP programmes be designed so that they are compatible with the needs, activities and culture of each participating organisation. These further limitations are discussed in terms of key developments in organisation theory with the intent of providing insight into how outcomes could be improved. Part II also compares the extent to which areas for improvement are covered in traditional CP/PP programmes and common change management models. The paper concludes with the presentation of a framework that could potentially be used to overcome the limitations discussed in both papers. The framework draws on a range of change management models and focuses on the need for CP/PP programmes to bring about an iterative, critically reflective cycle of learning. The framework components include: a diagnostic phase (to enable the programme to be customised); visioning (to engage and involve all staff); iterative use of the vision (to motivate, inspire and drive continuous improvement); distinctive tasks (to enhance involvement); participatory design of the programme (to enhance commitment); and inclusion of top level managers at key stages in the process (to maximise leadership, commitment, progress and support). While the framework is suggested as an alternative to traditional CP/PP change management models, it is not intended to be prescriptive. It is intended rather to elicit critical reflection amongst practitioners and to encourage them to adopt a more strategic approach to their work with businesses.