Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture

Keith Davis, Mark Boulet

Research output: Contribution to journalArticleResearchpeer-review

15 Citations (Scopus)


Training employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a 'head, hands, heart and feet' learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of transformative learning and Schein's organisational culture framework, this study considers the training program's impact on both participants and organisational sustainability culture. While transformative learning impacts for participants were identified, questions remain as to the overall impact of the program on the organisation's sustainability culture. Considering training participants as 'seeds of influence' as opposed to wholly responsible for organisational culture might provide new perspectives to these questions.
Original languageEnglish
Pages (from-to)109-123
Number of pages15
JournalAustralian Journal of Environmental Education
Issue number1
Publication statusPublished - 2016

Cite this