Paradox of Control: A complex systems view on sustainability approaches in UK universities

Over recent decades, Higher Education Institutions have transformed from passive contributors to active participants in the global sustainability movement. However, progress has been hindered by a lack of robust theoretical frameworks and extensive data. Addressing this gap, this paper employs the lens of complex systems to analyze the sustainability approaches of all 140 UK universities. We draw on the analysis of minutes of strategic meetings of 67 of these universities and semi-structured interviews conducted with sustainability managers at 25 of them.

The findings reveal a paradox of control that as universities relinquish control over sustainability integration, they create conditions for effective organizational change, particularly when directing resources toward research and teaching. This paradox underscores an inverse relationship between organizational control and sustainability impact. The most successful approaches align sustainability with instrumental activities, such as research and teaching, acknowledging the intrinsic complexity of sustainable change. In contrast, less effective strategies involve attempting to control unpredictable aspects of the operating environment. The practice-relevant findings, provide valuable insights for change agents in universities, empowering them to advocate for sustainability actions, and assists university managers in making informed decisions about implementation.