Creating systemic solutions on which the work of the institution will be based is worth doing for practical and unifying purposes. Operational documents, procedures or checklists with ecological behaviour indicators developed by the whole team will make work easier. In this process, it is good to maintain the bottom-up approach, i.e. to collect the solutions used in individual activities and by teams, and to collect the needs that employees notice. It is worth discussing proposals for implementing new practices and allocating time to check how they work and how to improve them. The strength of grassroot activities lies in the fact that we get to know, understand and implement certain behaviours through our own practices. We understand them and we see the need to introduce systemic solutions. This is important, especially when you are introducing new practices. Take a holistic view i.e. pay attention to the fact that the work of individual departments and teams affects each other. Treat the institution as an organism dependent on the outside world. In the texts from individual areas, we present a number of possible solutions whose prime function is to be useful. Treat them as a useful map, adjusting to your own specificity and needs.
Mutual support in finding solutions for climate
It is worth sharing knowledge, experiences, and the challenges we face. Applying the optics of the commons policy, including noticing natural and biological degradation and agreeing to react, frees us from logic focused on scarcity or exclusion! Sharing the knowledge we acquire or the solutions we implement does not weaken their impact, this knowledge grows through the exchange of thoughts, ideas and possibilities. That is why it is important to create exchange and discussion networks and support one another in reaching solutions adapted to various institutional requirements. Initiate regular, e.g. monthly mornings/ breakfasts/ afternoons for the climate – meetings for a wide group of representatives of institutions, organisations and individuals. Such networks in other areas function successfully and facilitate cooperation, e.g. the ADESTE network around the topic of audience development or ‘Breakfasts and Talks’ organised by NGO Stocznia. Make sure that the team representation is rotational and consists of several people. Rotation and equal access to meetings for all departments prevents knowledge from being ‘locked’ within one specialisation, e.g. educators. Knowledge, as well as motivation and commitment will ‘spread’ throughout the team, irrespective of the type of work performed. Be meticulous in this regard. Different competences and professional experiences mean different perspectives and sensitivities.