Enabling the introduction of the forest metaphor in organisations

Abstract

The pressing sustainability challenges have underscored the need for transformative measures within the global economy. The circular economy presents itself as an alternative to traditional linear models and promises transformative change. However, this transformative change is hindered by the remnants of linear thinking embedded in many circular economy definitions. To address this challenge, this research explores conceptual metaphors as a valuable tool for reshaping the understanding of the circular economy. Among these, the forest metaphor offers a compelling perspective, framing the circular economy as a forest. Yet, the potential of the forest metaphor remains theoretical. To determine its ability to drive the transformative change required for a circular economy, it is essential to translate the forest metaphor from theory into practice. Achieving this translation requires the practical implementation of the forest metaphor. According to the Law of the Few, certain key individuals play a disproportionately large role in the successful implementation of novel concepts. Therefore, this research aims to answer the question: How can the individuals most likely to adopt and diffuse the forest metaphor—"the Few"—be distinguished? The research is conducted in two phases. Phase 1 involved profiling the Few through a combination of literature review, expert consultations, and a validation process with focus groups. Nine key themes with 23 profiling criteria were identified, which were synthesized into a framework of three main categories, requiring an individual’s capability, motivation, and situational alignment to fit the profile of the Few. Phase 2 focused on selecting the Few within an organization by translating the profiling criteria into an assessment tool, developed through stakeholder mapping, co-creation, and testing with a small participant panel. The tool uses one question per criterion to assess individuals against the profiling criteria to determine their alignment with the profile of the Few. The results suggest that while the framework provides valuable insights into the profile of the Few, the Few might be more effectively viewed as a dynamic group, with different individuals potentially contributing unique strengths at various stages of the adoption and diffusion of the forest metaphor. As for the assessment tool, the results offer a useful starting point for identifying these key individuals, though its broad focus and reliance on a single question per criterion might limit the depth of its assessment. Therefore, it could function best as an initial filter, paving the way for a multi-stage evaluation process. In conclusion, through the profiling framework and assessment tool, this research provides a method to distinguish the individuals most likely to adopt and diffuse the forest metaphor. This represents an initial step toward bridging the gap between its theoretical potential and practical application, enabling its introduction within organisations.