Abstract
We have all struggled to convince management to
pursue energy conservation alternatives using
economic arguments such as internal rates of
return, project payback, and net present value.
Some have tried life cycle costing as a method of
justification. But, there seems to be some other
criteria by which management make their decision to
adopt projects for implementation. What is it that
makes a project go forward? How can you be more
effective at the game?
This paper develops a rationale for management
behavior that deviates from the classical business
school approach to the situation. Starting with the
way many organizations work in practice, and people
respond to new ideas, the problems we have in
getting management approval for our projects is
really not surprising. The paper then develops a
general approach to working within your management
structure to be sure that the right projects are
suggested at the appropriate time.
Gilbert, J. S. (1986). Why Energy Projects Do Not Get Approved. Energy Systems Laboratory (http://esl.tamu.edu). Available electronically from
https : / /hdl .handle .net /1969 .1 /92957.