PATHWAYS OF CHANGE IN THE MANAGEMENT OF WASTE MINIMISATION

PATHWAYS OF CHANGE IN THE MANAGEMENT OF WASTE
MINIMISATION

1M.B.Soukop, 1R.A. Preston-Whyte, 2SJ Barclay and 2C.A Buckley

1School Of Life And Environmental Sciences, University of Natal, Durban, 4041, South Africa
2Pollution Research Group, School of Chemical Engineering, University of Natal,
Durban, 4041, South Africa,
[email protected]

ABSTRACT

In South Africa the social environment is constantly going through a form of reconstruction. A
new idea or principle needs to be aimed towards a transformation of reality for it to be
successful and sustainable. Change management highlights that each company needs to go
through a rites of passage when transforming its production and process principles in
becoming sustainable through minimising waste. These change processes are focussed on a
change in attitude and values.

This paper studies the small, medium and micro metal finishing industries in Durban. The
purpose of this paper is to analyse the social perception and social construction of waste
minimisation and cleaner production in company and establish the progression of their
acceptance of sustainable industrial processes through the theory of change management.

The organisational change management theory discusses how an organisation develops and
progresses by going through the four realities of the change. A successful organisational
change process flows between the four realities. These realities include the unitary reality,
social reality, mythic reality and the sensory reality. Each reality expresses an important
component of the change process. The unitary reality stipulates having a need for change
and development. The mythic reality addresses the need for effective leaders to introduce
and stimulate change. The social reality introduces the idea and need for participation for all
levels of the organisation, and finally the sensory realities enhances the idea of initiation in the
organisation through their own senses. For each reality to be complete a change of mindset
and values must occur.

Paper presented at the Biennial Conference of the Water Institute of Southern Africa (WISA) 19 – 23 May 2002, Durban, South Africa
www.wisa.co.za ISBN Number: 1-86845-844-X
CD-ROM produced by: Water Research Commission (WRC), www.wrc.org.za
Organised by: Conference Planners

The barriers identified in this study are directly related to developing countries (especially
South Africa). They include labour problems (often based on historical inequalities –illiteracy
and bad communication) as well as financial constrictions due to a third world developing
company. The paper concludes with reflecting that, industries require effective leadership, a
unitary goal and progression through the four realities of change management theory to
achieve waste minimisation and cleaner production in a sus tainable manner.

1. INTRODUCTION

Until recently (1997), the management of waste was not regarded as a national priority issue
in South Africa. However, the Action Phase Plan on Waste Minimisation and Recycling of
South Africa (1999), initiated strategies and principles to guide industries in the strategic
management of waste. These principles promoted waste minimisation and cleaner
production. The driving force behind the waste minimisation and recycling Plan was to
achieve sustainability in industry through the following three sectors: economic, environmental
and social. This new concept of waste minimisation and cleaner production required a shift in
thinking, a change in management and industrial practices together with an awareness of
social and environmental problems.

A waste minimisation (WM) club was set up to assist the metal finishers in Durban. The club
facilitators (Pollution Research Group -PRG) held training sessions and site visits to instill
both theoretical and practical principles regarding waste minimisation and cleaner production.
Most metal finishers implemented many of the waste minimisation and cleaner production
principles, tools and techniques into their companies. However, to assess the success of the
project, it is essential to evaluate whether the principles of waste minimisation have changed
the thinking of management, modified industrial processes and changed the culture of waste
management in the metal finishing companies.

This paper assesses how Change Management Theory systematically evaluates the success,
barriers and drivers of new concepts like waste minimisation and cleaner production within
the metal finishing companies Furthermore, change management theory assesses the four
indicators of change. These indicators are leadership, goals and vision, social and technical
change. Progression through the four realities is necessary to achieve WM and cleaner
production in a sustainable manner.

2. THEORY

In order to explain the changes that have taken place amongst the metal finishing
companies, this paper will use a fusion of Change Management and Resolution Theory
.However the main focus of the paper will based on an extension of the Change and
Resolution Theory. This extension McWhinney’s(1997) theory of change pathways. These
theories have been used to illustrate the nature and direction of change in the metal finishing
industry

2.1 Change Management and Resolution Theory

This theory guides organisations to achieve two basic aims in achieving change. These aims
are as follows
1. To manage a change of mindset,actions or processes from one that is reactive to a

proactive state or attitude
2. To create an organisation of professional practice where change is managed strategically

and understood through a body of knowledge that consists of models,techniques and
strategies (Nickols, 2000)

Change management and Resolution Theory conceptualises change as process of problem
solving and transition rather than one of conflict. Change management and Resolution Theory
aims to tackle change as an opportunity for development within an organisation.

2.2 The Four Realities / Worldviews Of Change

Change management, according to McWhinney (1997), guides organisations into effectively
using tools and principles of change, for implementing changes within organisations while at
the same time promotes problems solving and conflict resolution techniques and tools. This
can only occur if organisations understand different worldviews and attitudes towards change.
These worldviews are socially constructed by experiences, religious and cultural beliefs,
goals, employment, ethics and geographical place and generation (Shotter, 1997).

McWhinney(1997) divides worldviews into four quadrants. These four quadrants illustrate and
help organisations (which are going through the process of change) understand contested
worldviews and how they are constructed. McWhinney (1997) illustrates these worldviews by
discussing four realities. These four realities are as follows: unitary, sensory, social and
mythic. Figure 1 illustrates McWhinney's beliefs on how the four realities are divided.

Policies Actions
Rules Behaviours

Theories Facts
Truths Data
Objects
Principles Resources
Belief Systems
SENSORY
UNITARY

MYTHIC SOCIAL

Visions Values
Ideas Feelings
Motivations
Dreams
Inventions Ethics
Inspirations Attitudes
Creations Appreciation

Figure 1:The four realities of change management adapted from McWhinney.

Understanding the these worldviews will aid an organisation going through change to
• accept and initiate change,
• choose the correct leader for change,
• deal with conflict which is a companion of change, and
• organise and plan solutions to problems.
To understand McWhinney's theory it is necessary to be clear about the status of the four
realities.

The unitary reality is a combination of concepts, goals and principles. These principles and
goals that make up the unitary reality are usually mathematical, logical and sometimes
philosophical and religious systems. Sustainability, WM and cleaner production are the
unitary goals and principles within this process of change. WM stems from the principles of
Sustainable Development. It is imperative to evaluate if the WM has achieved its unitary goal
of sustainability.

The sensory reality reflects the hard sciences of the four realties. This reality assesses if
metal finishing companies have implemented the WM principles through the unitary goal of
sustainability.

The social reality focuses on feelings, ethics, attitudes and values of people. This reality
assesses if the metal finishing companies have a strong culture of WM and cleaner
production throughout the hierarchy of employment within their firms.

The mythic reality leads an organisation through the pathways of change. The worldview of
a leader will in turn accelerate or hinders change. There are three types of leadership:
charismatic, authoritarian and pluralistic styles. The type of leaders is appropriate, even
necessary, to navigate a particular (McWhinney, 1997)

Each leader has a philosophy on how the change process will be implemented in their
company. Amongst the metal finishers, a change in attitude of WM and cleaner production
was the first step to an effective change process. There are two fundamental pathways that
organisation follows in the course of the change process. These pathways are known as the
revitalisation and renaissance pathways (McWhinney, 1997)

The revitalisation pathway first is a top-down approach, which arises in sensory reality from
awareness of a problem. The path of resolution moves sequentially through unitary, mythic
and social realities. In contrast the renaissance path is a bottom-up process with the path of
change leading sequentially from sensory reality through mythic, unitary and social realities.
All the industries that were interviewed applied the revitalisation approach in their change
process.

3. METHOD

To investigate and acquire data for this paper, two related case studies (Barclay et al.
(2000,a) and Barclay (2000,b)) were used as background information. During the
investigation the two primary aims were as follows:
1. To assess how effective waste minimisation was implemented in the metal finishing

industry
2. To assess if each company went through a process of change and to assess the

barriers in place that prevented some industries from not changing and not
implementing sustainable waste management and waste minimisation into their
companies

The following data collecting techniques were used to assess the above aims:
1. One-on-one interviews with managers or owners, supervisors and labourers of four

metal finishing companies.
2. A translator was used to interview all labourers or supervisors, as English is not their

mother tongue
3. Waste Minimisation Club’s and metal finishing companies mission statements,

constitutions and codes of ethics were consulted
4. Interviews with Durban Metropolitan wastewater Services (DMWWSS) officials and

Pollution Research Group (PRG) waste minimisation club facilitators.

All interviews were conducted on the premises of the interviewee. This allowed the labourer to
be interviewed during work time. Furthermore, this allowed an inspection of all-environmental
management and waste minimisation techniques that the metal finishing companies had
reported to be implemented. A Black Zulu-speaking translator, interviewed the labourers or
supervisors, and all questions were translated into Zulu or Xhosa when needed, to avoid any
misunderstanding.

There were four different types of questionnaires namely one for labourers and foremen; one
for owners, plant engineers or managers; one for DMWWSS Metro Council employees; and,
Pollution Research Group facilitators.

Six companies were contacted for interviews of which only four responded positively. Two
companies from three segments: top economic and environmental (companies 1and 2),
middle economic and environmental (companies 3 and 4) and bottom economic and
environmental (companies 5and 6) of waste minimisation were approached. The bottom two
did not allow interviews. This fact is in itself, revealing the following section gives a summary
of the four companies interviews.

4. RESULTS AND DISCUSSION

While the classification of realities proposed by McWhinney (1992) provides the components
that structure worldviews, change cannot occur within the space of a specific reality: it is
necessary for there to be movement between the components of reality. Given the
relationship between change and conflict, it can be assumed that the resolution of conflict
also involves linked communication between realities. Since each reality defines an innate
structure, the direction of movement is from the innate reality that defines the need for change
towards the reality that the individual or group intends to move in order to solve the problem.
Three pathways of change proposed by McWhinney (1992) and relevant to the metal finishing
companies are shown in Figure 2. The three remaining pathways are not discussed because
they were not reflected in the data.

Necessary components of change in the metal finishing industry require the following
features:

• A unitary goal towards sustainable waste minimisation (Unitary)
• Understanding and support for the goal throughout the organisation. (Social)
• The benefits and results from the implementation of the waste minimisation principles

(Sensory)
• Appropriate leadership throughout all sectors of employment within the organisation

(Mythic)

u se TEST u PERSUADE
Sensory - Unitary
Social - Uniatry

Use data to interpret change policies to

a situation s reflectagroups
values

ANALYTI INFLUENTIA

u se DESIGN u CONVERT
Unity - Sensory Unitary - Social

Put theory and Convert to an

policy into action se establishedtruth

u INSPIRE FACILITATE
Unitary - Mythic Mythic - Social

Mobilize energy Get other to value

m around a fresh ms an idea
symbol or belief
ASSERTIV
E EMERGENT

u ESTABLISHED EVOKE
Mythic - Unitary Social - Mythic

m Develop that Cocreate ideas or
express a vision
m s images that reflect

Figure 2: Direction of change pathways adapted from McWhinney Creating paths of change
(1997) The steps each company has taken along the pathway of change are illustrated in
Tables 1 to 4. This diagrams illustrates the steps that should be taken along the pathway of

change. Each step represents an action or process that initiates change and brings about
solutions to manage conflicts.

Table 1:Pathway of Change of Company 1

Modes of change Action/ changes taken
ü Analytical -Test § owner (club champion) joined panel to establish a metal

ü Analytical -Design finishing waste and effluent treating guidelines document
§ joined WM club
ü Assertive –Establish § owner went to Denmark on a study tour and viewed other
ü Assertive –Inspire
ü Emergent –Facilitate metal finishers (sponsored by Danced
ü Emergent –Evoke § put results and WM principles into action in organisation
§ applied principles and saved R197 300 or $23 944.17
§ created cyanide free plant
§ reduced zinc, chrome and cadmium waste / use
§ environmental benefits – water and electricity savings

§ established a new culture amongst all employees
§ established a new belief and vision in organisation

§ inspired peers within WM clubs
§ initiated courses on health and safety over weekends for

labourers
§ club champion is the chairman of the metal finishing

association (MFA)
§ club champion is constantly initiating new projects: labour

education in the metal finishing industry
§ providing members of the MFA with technology and

waste minimisation updates and ideas

4.1 Company 1

According to McWhinney(1992) the first step along the change pathway is a change in
corporate philosophy, ideals and ethics. Company 1 exhibited a change in philosophy and
culture by establishing a unitary goal of sustainable development, cleaner production and
waste minimisation. This change was catalysed, when the club champion (who in this case is
also the co-owner of the company) went to a first world country (Denmark) to visit and view

the implementation of cleaner production and waste minimisation of metal finishers. This club
champion also encouraged club members to implement waste minimisation techniques.
Company 1 has not completed the pathway of change as it has only fulfilled three of the four
realties (Figure1). Company 1 is presently developing and experimenting with the social
reality by participating in the empowerment of the company’s employees and the

development and expansion of Metal Finishing Association. A summary is given in table 1

Table 2: Pathway of Change of Company 2

Modes of change Action/ changes taken
ü Analytical -Test § Joined WM club
§ Put 8 WM options into place in the
ü Analytical –Design
organisation
§ Claimed environmental benefits through a

water saving of 10 Kl/day
§ Bought new technology to treat effluent

(filter press)

ü Emergent –Facilitated § Established waste minimisation teams
within organisation.

§ Established a new culture of waste
minimisation and sustainable development
through education and equity of their
employees. Provided training programmes

aids computer and written literacy.

4.2 Company 2

From the beginning Company 2 implemented all stipulated gui delines requirements set out by
the DMWWS. However, there were many adjustments that could have been made in terms of
reducing waste and cleaner production. Company 2 was inspired to change and incorporate

waste minimisation and cleaner production techniques by the results experienced by
company 1.The leadership of company 1 encouraged company 2 on its pathway of change.

The sensory reality of proven results from company 1 and within its own company set
company 2 onto the pathway of a change, which in turn resulted in a change in philosophy,
ideals and ethics. Although Company 2 does not display a dominant mythic reality, which is a
vital component in change management, Company 2 expands on the social reality by
applying a rather pluralistic style of leadership. This style of leadership recognises and values

other people’s opinions and philosophy (McWhinney, 1992), which has aided in an effective
change process. A summary of company 2 is given table 2

Table 3: Pathway of Change Company 3

Modes of change Action/ changes taken
ü Analytical -Test
§ Joined WM club
§ Identified 54 WM options
§ Put 9 WM options into place in the

organisation

§ experienced environmental benefits with a
reduction in metals to the drain, reduction
in water consumption, a reduction in the
volume of effluent to the sewer and a
decrease in solid waste disposal to the
landfill.

4.3 Company 3

For a concept to be introduced into an organisation, a new paradigm of the concept must be
fully initiated by all levels of management and labourers. Leadership is a single factor in
achieving resolution (McWhinney, 1997) The unitary concept of waste minimisation must be
communicated and important by all levels of the employee hierarchy.Company 3 showed a
lack of leadership, communication and development with their employees, which resulted in a
lack of enforcement of change. While the goals of waste minimisation were generally agreed
upon, lack of support by management caused the process of change to be stuck in the
analytical stage of the change process. Further movement towards the goal of sustainability
was not evident.

Company 3 had no support from upper management. This is illustrated in the results given in
table 3, where only 9 options were implemented out of 54 identified options. Another factor
that displayed the lack of leadership from the management was the attitude of the labourers
towards the interview. The company was undergoing a form of transition; many similar
companies had liquidated and company 3 had taken over the assets. This company was also
in the process of changing ownership and therefore the waste minimisation concepts were of
are low priority. Another limiting factor is that the labour acts restrict how workers
employment can be terminated and the procedure for termination is very strict.The feeling
was obtained that the company 3 does not believe in educating their labourers to be multi-
skilled, as the production will become more efficient, and less labourers will needed. As
termination of labour is very restrictive, these skills and money invested in education will be
lost.

There is also lack of human capital resources as there is no single person dedicated to waste
minimisation. Each person has a number of responsibilities and waste minimisation tends to
be low on the list of priorities. As the plant runs 24hours per day with 400 employees per shift
single person cannot take on the full responsibility of implementing such a dynamic change
concept such as waste minimisation especially if there is no other support from the
management.

Table 4: Pathway of Change of Company 4

Company 4 consists of two companies (4A and 4B) with the same owner having the similar
production processes, in different areas.

Modes of change Action/ changes taken
ü Analytical -Test § Owner (Club Champion) joined WM club
ü Analytical –Design § Initiated WM and cleaner production into

ü Emergent –Facilitated both companies
§ Upgraded and implemented WM principles

into both companies
§ Bought cleaner technology

§ WM meetings once a week in both
companies A and B

§ Continuous improvement in health, safety
and work related programmes.

4.4 Company 4

During the interview the owner of company 4A was developing company 4B, when the waste
minimisation club started. Company 4A has cleaner and more innovative technology, than 4B
and uses a number of the waste minimisation techniques. The owner of these plants is now
revitalising company 4B. The sensory reality was realised by company 4 through its own
development and implementation of waste minimisation and cleaner production. This
realisation of the sensory reality stimulated the unitary reality in company 1 and 2.
Revitalisation provides images and direction to an organisation (McWhinney1992). The
pathway of revitalisation may begin with an assumption of a belief or accepted theory such as
waste minimisation and cleaner production that established the desired outcome and means
of achieving (McWhinney 1992). The social reality is now being developed in company 4A
and 4B, by education programmes and health and safety assistance. The club champion has
socially constructed a new change of process through peer encouragement and results from
the waste minimisation club. The mythic reality was not dominant, however the pluralistic
style of leadership is leading the revitalisation of company. This style of leadership recognises
and values other people’s opinions and philosophies, which the owner is concerned with the
development of his company.

4.5 Changing Perceptions Of The Waste Minimisation Club

According to Barclay, (2001) the initial views and behaviours of metal finishers on waste
minimisation were based on ignorance of the benefits of waste minimisation. Initially, the
metal finishers only implemented waste minimisation, to negotiate relaxed limits on effluent, to
win time and delay regulations as the Durban Metro council supported the waste minimisation
club. Knowledge and economic benefits of waste minimisation techniques and principles also
led the change process. As time progressed and the implementation of waste minimisation
techniques and tools provided both economic and environmental benefits, the views and
behaviours changed to one where metal finishers have willing to continue with waste
minimisation and upgrade their knowledge on the subject. These results have shown that
most owners and managers of companies, who display an intrinsic value of the environment,
have implemented environmental management techniques and strive to be more sustainable.
This attitude towards the environment accelerated the change process in their company.

5. CONCLUSION

In conclusion, companies require effective leadership, a unitary goal, and progression through
the four realities of change pathway to achieve waste minimisation and cleaner production in
a sustainable manner. The barriers identified in this study are directly related to developing
countries. They include labour problems (often based on historical inequalities, illiteracy and
bad communication) as well as financial constraints due to a third world developing company.

The results show that the industries that managed to institute cleaner production and
sustainable development were able to do so due to the following:

• Modification of change of attitude,
• Their social construction of waste problems to incorporate environmental ethics and

values,
• A unitary goal (cleaner production and waste minimisation for an increased profit), and
• Effective leadership.

Those that failed to complete implementation of the required cleaner production strategies
failed due to the following barriers:

• Lack of a management commitment
• Labour disputes,

The main driver of change was peer pressure and strong, effective leadership. Peer pressure
drove and stimulated the unitary goal of waste minimisation amongst the metal finishing club
members. Leadership of both the clubs champions of Company 1, Pollution Research Group,
provided guidance and catalysed much of the change development needed in implementing
the unitary stipulated goal of sustainable development, waste minimisation and cleaner
production.

6. ACKNOWLEDGEMENTS

This work was undertaken under a project entitled The establishment of a methodology for
initiating and managing waste minimisation clubs from the South African Water Research
Commission. The financial assistance from the Uni versity of Natal research fund is
acknowledged.

7. REFERENCES

Barclay S, Buckley,C , Goff J, Maharaj D,Thambirann, N And D Scott, Waste, (2000a).

Minimisation Club For Metal Finishers - A First For South African Industry,

Barclay S, Buckley C, Maharaj D, Mercer D, Thambirann, N, (2000b). Waste Minimisation Clubs (Part 2): A
Feasible Solution to Sustainable Industrial Development

Barclay S, 2001 Final Report ,Applicability Of Waste Minimisation Clubs In South Africa:
Results From Pilot Studies ,Pollution Research Group School of Chemical Engineering
University of Natal.Durban

McWhinney, (1992), Pathways to change, chapters 1, 4,5 Sage Publications, International Educational and
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McWhinney, Novokowsky B, Smith D, Webber J, (199 7). Creating paths of Change, 2ND Edition Sage
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Nickols, F (2000) Change Management 101 Primer,
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Shotter J, (1997). The Social Construction Of Our 'Inner' Lives, The journal of Constructionist’s Psychology,
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