In a big company, in a crowded industry, in a difficult year, in a time when there seems to be no time — how does one change an organization? How do we get, and hold, the attention of our colleagues? How do we help a traditional company see the opportunities that may come if it embraces the principles of sustainable development?

We struggle to find the right books or speeches, and work to develop new ways to present old information. We fail to recall that the audience listens and learns only when it is ready to do so.

In the classroom, we understand the notion of “teachable moments.” A high school student’s fear is exposed when he asks about a violent event; the teacher drops the planned lesson and decides to follow the student’s line of questioning, knowing the time is ripe for real learning.

Similarly, the Civil Rights movement had done its groundwork for years, but needed the right mix of people and circumstances before unleashing massive boycotts; Rosa Parks provided the teachable moment, which was seized by movement leaders waiting for the opportunity to elevate their issues.

National Park Service rangers talk of “interpretive moments.” The ranger walks us along the path, pointing out geologic formations, noting the unique fauna, or explaining significant events that occurred here. We’re quiet in the presence of a historic site or natural wonder, and we nod our heads in agreement as the ranger connects us emotionally to the resource.