ABSTRACT
The first step in any successful sustainability-change initiative is to alter the dominant mind-set that created the system. People become motivated only when explicit steps are taken to surface the controlling mind-sets and make a compelling case for change toward sustainability. Proactive leadership from top executives usually occurs when the chief executive officer, top elected official, or other senior managers gain personal convictions about sustainability. The urgency for change can also occur when a serious crisis awakens executives. Senior executives, elected officials or high-level managers of public agencies are the key to sabotaging the business-as-usual mentality. To initiate sustainability efforts without some type of compelling case, organisations must have a close family feel, a history of participatory distributive governance, and excellent trust and communication between management and staff. The sustainability effort will continually be forced to compete with many other demands for the attention of senior executives.
