400 final
Tamummy
Wk_11SU21.pptx
Putting it all together
Professor R. Williams
What does the bible have to say?
Philippians 2:1-11
Is there any encouragement from belonging to Christ? Any comfort from his love? Any fellowship together in the spirit? Are your hearts tender and compassionate?
Then make me truly happy by agreeing wholeheartedly with each other, loving one another, and working together with one mind and purpose.
Don’t be selfish; don’t try to impress others. Be humble, thinking of others as better than yourselves. Don’t look out only for your own interests, but take an interest in others, too.
You must have the same attitude that Christ Jesus had. Though he was God, he did not think of equality with God as something to cling to. Instead, he gave up his divine privileges; he took the humble position of a slave and was born as a human being.
When he appeared in human form, he humbled himself in obedience to God and died a criminal’s death on a cross.
Therefore, God elevated him to the place of highest honor and gave him the name above all other names, that at the name of Jesus every knee should bow, in heaven and on earth and under the earth, and every tongue declare that Jesus Christ is Lord, to the glory of God the Father.
#2 – To Burn or Not To Burn
What is the issue? What is the process?
What is success?
Real Situation (My Client)
Case study: the situation
Group One
Catalyst Paper (Plant GM, Public Affairs, Environment Officer, Consultant)
Group Two
Crofton Airshed Coalition Group (CACG)
CACG was a core group of 20 volunteers
Aim was to advocate for the adoption of best possible technologies to identify, monitor and reduce pollution from the mill
Precautionary and science-based
Group Three
Ministry of the Environment (Regulator, Process Partner, Permit holder)
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4
The Situation
Catalyst Paper Corporation's - Crofton mill
Located on Vancouver Island near the small town of Crofton
Employs more than 1,000 people
Cornerstone of the region's economy
The mill produces directory paper, newsprint and pulp for sale to global markets
Desire to maintain its social license and show that it operates according to its key values
Social responsibility
Openness and co-operation
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Anatomy of a crisis – open house
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The Stakeholders
Residents of Crofton, the Cowichan Valley and surrounding areas –
The Town of Crofton (population 2,500) is located a half mile from the mill.
It has a deep sea port ideal for shipping materials in and products out of the mill;
It also serves as a BC ferry port serving nearby island communities
Employees, their families and two unions
Catalyst board of directors and shareholders
Local, provincial and federal government officials
Local groups - from recreational fishermen to farmers
Mill suppliers and customers
Neighboring First Nations communities
Community activists – CACG
Can you think of others?
Would you prioritize these groups?
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Catalyst’s principles
Our Values
Catalyst Leaders will always do what's right
Acting with integrity
Treating people with respect
Dare to be Transparent
communicating candidly, and in a direct manner
having the self confidence to operate without boundaries
making vision and plans clear to stakeholders
sharing, trusting and admitting mistakes
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CACG Website
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What are the leadership/ethical considerations?
Catalyst Paper
How do you respond?
Describe the use of principle based negotiations as it relates to this issue.
Crofton Airshed Coalition Group
How do you continue to pursue your agenda?
What would it look like to frame the process as a principle based negotiations, what change in approach will be required?
What would the benefit be?
Catalyst - The Project Goal
Preserve the social license of Catalyst Paper Corporation to operate its Crofton mill with the support and commitment of neighboring communities
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Objectives - 1
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Secure the support and willingness of a broad range of community groups, officials and individuals to participate in a community engagement and consultation process
Restore the credibility of Catalyst as operators of the Crofton mill and community confidence in the safety and reliability of the mill operations
Build a broad base of community knowledge about the operations and management of the Crofton mill and the benefits to the economy, social infrastructure and environment in Crofton and the region
Objectives - 2
Identify and proactively mitigate the effects of emissions on the community
Create a community advisory forum for representatives of key groups and vested interests to share in ongoing community discussions regarding mill operations and to advise on community opinions and concerns
Principle Negotiation Path
Clarify Issues
Share Insights
Find Resolution
Announce Plan/Process
Gather Views
March
July
Review plan with government and community
Media release & public invitation to participate
Clear statement of commitment
Invitations to business, community, environment groups
Engagement information package
Conduct focus groups, one-on interviews
Analyze data to identify common issues, concerns, gaps
Meet with individuals and groups to validate analysis
Agree on ground rules to find resolution
Conduct first stakeholder roundtable to share insights & discuss cross-impacts
For each issue, determine objective & options
Conduct second stakeholder roundtable to consider options & courses of action
Determine if stakeholder acceptance make any options viable
April
May
June
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Three groups – Take 10 minutes
What do you think of Catalyst’s approach?
What is your next priority?
Anatomy of a crisis – the process
Anatomy of a crisis - CACG
Does having an adversarial relationship change your approach?
Catalyst Paper vs Crofton Airshed Coalition Group
Catalyst’s community commitment
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Anatomy of a crisis - multiple narratives
The process map
Announce listening process
Identification of research and publics
Interview and focus group with stakeholders
Report back conversations with each group
Respond where immediate action can be taken
Bring indentified groups together
Facilitate a self governing community group
Supply resources for group to take real action
Evaluate process and group – seek continuous improvement
Discussion
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Did it work? For who?
Why did it work or did not work?
What else could/should have been done?
What are you taking away from this discussion?
How can you apply this in your leadership roles?
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Congruency test
Perceived
Performance
Actual
Performance
Expected
Performance
Gap =
Strategic
Issue
Gap =
Operational
Issue
Actual
Performance
Gap =
Communication
Issue
