This grounded theory research investigates climate action plan implementation using Cal Poly Pomona as a case study. It analyzes organizational dynamics in climate planning processes, investigates actions that may have been taken without the plan, and identifies the challenges of taking climate action. The results indicate that while most actions could have been taken without the plan, the planning process yielded social, political, and intellectual capital that would otherwise not have been realized. In areas where progress is slow or stalled, there is a lack of effective collaboration, a mismatch between plan strategies and organizational norms, or a perceived or real lack of efficacy.
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