printer friendly pageSUST 220: Case Studies in Leading Change for Sustainability
This course focuses on the practice of leading change for sustainability. It uses analysis and evaluation of case studies to explore different modes of leadership and processes that have allowed companies and organizations to pursue sustainability in their business models. Topics include complex systems and leadership orientations, systems thinking, decision-making under uncertainty, negotiation, circular economy, social enterprise, stakeholder engagement, multi-stakeholder partnerships, resilience theory, metrics of progress beyond GDP. The course builds understanding and capacity to lead change through conceptual frameworks, hands-on exercises, class discussion and interactions with transformative leaders. Course materials include scholarly articles in behavioral psychology, resilience theory, systems analysis, as well as business school case material and tools developed by exemplary organizations leading change for sustainability. Consent of instructor required. Please email Julia Novy-Hildesley (julia3@stanford.edu) with the answers to these 3 questions: 1. Why are you interested in this course? 2. What would you like to get out of this course? 3. What will you contribute? Permission code will be given upon review of answers.
Terms: Spr
| Units: 3
Instructors:
Novy, J. (PI)
SUST 230: Innovating Large Scale Sustainable Transformations (ENVRES 380)
This class establishes innovation of systemic transformations as a crucial leadership modality. It gives students the mindsets, theoretical framework, and hands-on experience in shaping innovative interventions that bring about scaled and profound transformations in the face of complex multi-factorial challenges. Students are immersed in the Deep Change Methodology, which combines systems thinking, strategy, design thinking, behavioral sciences, resilience theory, diffusion theory, decision theory, and a theoretical framework around scaled multistake-holder interventions. Tools and theories introduced in class will be used to structure large-scale transformations that simultaneously create sustainability and resilience on environmental, societal, and economic fronts. This project-based team-based class challenges students to find solutions for complex real world challenges. Consent of instructor required. Class meets Fridays starting week 2 (April 13th), for 8 weeks at 9.30am - 4.20pm. Week 9 presentations (June 1st) 3.00pm - 8.00pm.
Terms: Spr
| Units: 3-4
Instructors:
Banerjee, B. (PI)
;
Gibbs-Plessl, T. (PI)
SUST 240: Sustainability Science and Practice Practicum
The Practicum Program is designed to serve as a platform that will enable students to exercise and internalize the principles of social-environmental systems, leading change and innovating systems transformations. The theories, models, and methods presented during coursework ultimately should lead to a deep reflection on and development of the student's identity as a transformative leader. The practicum is designed to give students a chance to practice and embody this new leadership identity through action. Total units allowed for this course is 4.
Terms: Aut, Win, Spr, Sum
| Units: 1-4
| Repeatable
4 times
(up to 16 units total)
Instructors:
Banerjee, B. (PI)
;
Novy, J. (PI)
SUST 261: Art and Science of Decision Making
Common-sense rules and decision-making tools to achieve clarity of action for important decisions, from personal choices to organizational decisions about business strategies and public policies. The art of qualitative framing and structuring as well as the science of quantitative modeling and analysis. The essential focus, discipline, and passion needed to make high-quality decisions, and thereby increase the probability of desired outcomes. Effective normative techniques and efficient management processes for both analyzing complex decisions and implementing them in the face of an uncertain future world.nLecture topics include practical ways to: interact collaboratively with stakeholders, craft an inspirational vision, create viable alternatives, assess unbiased probabilistic information, clarify tangible and intangible preferences, develop appropriate risk/reward and portfolio models, evaluate strategies and policies across a realistic range of uncertain scenarios, analyze key sensitivities, appraise the value of gathering additional information, and build widespread commitment to implementation plans. nStudent teams present insights from their analyses of real decisions currently being made by business, nonprofit, and government organizations. Case studies about: energy economics, mine remediation, ocean resource preservation, bison brucellosis, nuclear waste storage, hurricane seeding, electric power production, environmental risk management, venture capital investments, and oil & gas options trading.
Terms: Spr
| Units: 3-4
Instructors:
Robinson, B. (PI)
Filter Results: