Changing practice on sustainability
Subtitle: understanding and overcoming the organizational and psychological barriers to action
By: Andrew J. Hoffman, Max H. Bazerman
Edition: Rev.
Series: Working paper / Division of Research, Harvard Business School -- 05-043; Working paper (Harvard Business School. Division of Research) -- 05-043
Publisher: Division of Research, Harvard Business School
Published: 2006
Place of publication: Boston
Language: eng
Number of pages: 34
Description: At its core, sustainable development requires a change in the way we think as individuals, as organizations and as a society. Yet, what is well understood within the organizational literature is that such changes are difficult and are usually met with resistance. Sustainability is no exception; executives and organizations have been slow to adopt wise practices. In this chapter, we offer insight from both behavioral decision research and organizational theory to explain barriers to change. We identify specific obstacles to the implementation of sustainability initiatives, suggest means of surmounting them and offer direction for diffusing wise practices at a faster rate.
Notes: "Revised May 2006."

Previously published as: Changing environmental practice: understanding and overcoming the organizational and psychological barriers. c2005.

Includes bibliographical references.