How has the small state of Oregon become a center of sustainability in the US? Why did an extremely partisan legislature unanimously pass a sustainability statute in 2002? What characteristics did the Resource Renewal Institute identify as critical when naming Oregon as the first "Guardian of the Future?" Why do people across the state give up evenings and weekends to participate in voluntary watershed councils and discussion groups about sustainability? And what do Oregon companies ― Nike, Norm Thompson, and Hewlett Packard among them ― find compelling enough about The Natural Step that they not only reform their business practices but help other businesses apply the ideas? Using a collective learning model framework, we examine how Oregonians have created a social movement that draws on the diversity of viewpoints, range of approaches, and divergent political ideologies to increase the capacity of both individuals and groups to find sustainable solutions. We review the efforts of governments, private companies, education, and non-governmental organizations learning to integrate sustainability practices. We also focus on emerging groups that are convening individuals for collective learning. It is fairly clear that individuals involved in sustainability projects have a clear sense that what they're about will make a difference. We found that sustainability concepts have been promoted by both the elite and the general public, using simple messages that resonate with Oregonians. Sustainability practices have been supported through policy innovation, infrastructure changes, and personal motivation.
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