Give yourself and your team a good start. Gather existing practices, smaller and larger, to appreciate initiatives taken, irrespective of how advanced, complex, cross-sectional or systemic they may or may not be. It is better to avoid shaming or accusing people of doing too little or of not doing things well enough. Take a diligent look at what is already being done and on that basis set the directions for development.
It is important that the need for action is understood by all employees. Taking care of equal access to knowledge by allocating working time for joint education, discussions, reaching conclusions, and then equal participation in initiating actions and changes, regardless of the positions held or differentiation into departments, will strengthen the team and contribute to building collective knowledge. Sharing various sensitivities, dilemmas or limitations will enrich the institution’s operating strategies. Organise a series of lectures and workshops, invite experts, specialists and artists who will feed your collective knowledge.
Almost all studies, sociological and psychological interpretations show that regular, direct contact with nature deepens the awareness of ecological changes, makes people more sensitive to the world of nature, and also brings psychological and emotional relaxation. Regular work trips to the surrounding wild corners of nature may turn out to be a good practice. Invite naturalists, people with a passion for hiking and artists to conduct work trips for you, sharing their knowledge and interests. Perhaps someone from the team is fascinated by some area or some species of flora or fauna? Include the practice of regular, e.g. monthly trips into the institutional calendar. This way, you will also take care of the emotional wellbeing of employees. Together you will learn systemic moderation at work and get to know each other in non-professional situations.