paul c stern: environmentally significant behaviour and how to change it
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Environmentally significant behaviour and how to change it. Key note address to the Behaviour Change for Sustainability National Congress, 11th-12th October 2010, Sydney by Paul C Stern, Director of the Committee on the Human Dimensions of Global Change (CHDGC), National Research Council (US)TRANSCRIPT
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Environmentally Environmentally Significant Behaviour Significant Behaviour and How to Change itand How to Change it
Paul C. Stern, Paul C. Stern, Director, Committee on the Human Dimensions Director, Committee on the Human Dimensions
of Global Changeof Global ChangeNational Research Council, USANational Research Council, USA
Keynote Address to the National Congress Keynote Address to the National Congress on Behaviour Change for Sustainability on Behaviour Change for Sustainability
Sydney, AustraliaSydney, Australia11 October 201011 October 2010
The Policy Context:Waiting for Central
Government Will the central government take the
lead? USA and Australia situations
What to do if it can’t or won’t? Personal, organizational, community,
and business initiatives How can central government be moved?
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Which Behaviours Promote Which Behaviours Promote Sustainability?Sustainability?
First: Avoid endless arguments over First: Avoid endless arguments over definitions of sustainability definitions of sustainability
My focus:My focus: The The environmental environmental aspect of sustainabilityaspect of sustainability the process of the process of transitiontransition
Why transition is a useful focusWhy transition is a useful focus We can know which direction to go without We can know which direction to go without
knowing the end pointknowing the end point The challenge is to get movement The challenge is to get movement
The goal is to change environmentally The goal is to change environmentally significant behavioursignificant behaviour
What is Environmentally Significant Behaviour?
1. Environmental activism (and oppositionism)2. Support for (or opposition to) environmental
movement/sustainability goals and policies3. Household consumer behaviour: purchase,
maintenance, use of goods and services)4. Organizational behaviour (use of energy
and materials, influences on suppliers, clients)
5. Community action (places, professions, etc.)All are important.
Where can action take place?
Where you are (your home, organization)
At community level Influencing government units
Why isn’t there more sustainable behaviour?
EXPLANATION #1: Financial incentives (the case of energy use)
“You need to get the prices right.”Financial incentives are important, but… Price increases are a blunt instrument (can Price increases are a blunt instrument (can
produce suffering instead of investment)produce suffering instead of investment) Positive financial incentives may be Positive financial incentives may be
necessary to promote adoption of costly necessary to promote adoption of costly equipmentequipment
But the research shows they are not But the research shows they are not sufficient:sufficient: A persistent energy efficiency gapA persistent energy efficiency gap Incentives are often less effective than expected Incentives are often less effective than expected Their effects are highly variable (price elasticity Their effects are highly variable (price elasticity
does not have a fixed value)does not have a fixed value)
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A classic example--Results of offering A classic example--Results of offering almost-free home retrofits in the Bonneville almost-free home retrofits in the Bonneville Interim Weatherization Program, Oregon, Interim Weatherization Program, Oregon,
USA, 1982USA, 1982UtilityUtility Audits/home Weatherized/audit Audits/home Weatherized/audit
Weatherized/homeWeatherized/homeA 11.8 61.0 7.3A 11.8 61.0 7.3B 14.2 82.9 11.8B 14.2 82.9 11.8C 23.2 57.9 13.3C 23.2 57.9 13.3D 23.1 83.4 19.3D 23.1 83.4 19.3E 1.6 90.9 1.4E 1.6 90.9 1.4F 12.1 83.7 10.2F 12.1 83.7 10.2G 2.4 77.1 1.9G 2.4 77.1 1.9
Average 9.1 59.6 5.3Average 9.1 59.6 5.3Highest/lowest 14.5:1 1.6:1 13.8:1Highest/lowest 14.5:1 1.6:1 13.8:1
Units: % of eligible homes/yr of programUnits: % of eligible homes/yr of programSource: Lerman and Bronfman (1984)Source: Lerman and Bronfman (1984)
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Lessons from Incentive ProgramsLessons from Incentive Programs Non-financial factors explain a lot about why incentives have Non-financial factors explain a lot about why incentives have
such weak and variable effectssuch weak and variable effects Money is a major influence on adopting energy-efficient Money is a major influence on adopting energy-efficient
equipment. But other barriers are very importantequipment. But other barriers are very important Consumers rarely compare energy efficiency with other Consumers rarely compare energy efficiency with other
financial investments on an equal footing (true even of financial investments on an equal footing (true even of companies)companies)
Cost minimization is but one of many motivesCost minimization is but one of many motives Cognitive effort is a major barrier to changeCognitive effort is a major barrier to change Inertia is a barrier to change (habit, routine, SOP)Inertia is a barrier to change (habit, routine, SOP)
Lessons:Lessons:
Reducing non-financial barriers to action has great Reducing non-financial barriers to action has great potential even with current incentivespotential even with current incentives
These efforts are likely to do even more with stronger These efforts are likely to do even more with stronger incentivesincentives
A strategy for increasing sustainable behaviour
whatever the incentive struture
Identify the target behaviours and actors
Identify the barriers to change--especially those you can affect
Address the barriers Engage the community
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Identify high-impact target Identify high-impact target behavioursbehaviours
A behavioural analysis A behavioural analysis I = tpnI = tpn I: Environmental impactI: Environmental impact t: Technical potential (if all who could act did so)t: Technical potential (if all who could act did so) p: Behavioral plasticity (proportion who could be p: Behavioral plasticity (proportion who could be
induced to act)induced to act) n: Number of people who could actn: Number of people who could act
Focus first on behaviors with high Focus first on behaviors with high IIThen focus on increasing Then focus on increasing pp
Picking target behaviours
People are often mistaken about which behaviours have greatest impact Overemphasis on visible, frequent behaviuors Underemphasis on equipment choice and
maintenance Need for “short lists” of high-impact
actions Develop one for your target actorsBOTTOM LINE: Research the potential
behavioural targets
Percentage of current total U.S. individual/household energy consumption potentially
saved, low-cost/no-cost actions (Source: Gardner and Stern, 2008)
Energy saved (percent) for all individuals and households Transportation1. Carpool to work with one other person Up to 4.22. Get frequent tune-ups, including air filterchanges 3.93. Alter driving (avoid sudden acceleration and stops) Up to 3.24. Combine errand trips to one-half current mileage Up to 2.75. Cut highway speed from 70 to 60 mph Up to 2.46. Maintain correct tire pressure 1.2Potential savings subtotal Up to 17.6
Inside the home1. Lighting: Replace 85 percent of all incandescent bulbs with compact fluorescent bulb
4.02. Space conditioning: Heat: Turn down thermostat from 72° F to 68° F
during the day and to 65° F at night; A/C: Turn up thermostat from 73° F to 78° F 3.4
3. Clothes washing: Use only warm (or cold) wash, cold rinse setting1.2
Potential savings subtotal 8.6Potential savings subtotal for nine actions listed Up to
26.2
Percentage of current total U.S. individual/household energy consumption potentially
saved, longer-term, higher-cost actions (Source: Gardner and Stern, 2008)
Energy saved (percent) for all individuals and households Transportation1. Buy low-rolling resistance tires 1.52. Buy a more fuel-efficient automobile (30.7 vs. 20 mpg EPA
average-adjusted composite) 13.5Potential savings subtotal 15.0
Inside the home1. Space conditioning: Caulk/weather-strip home Up to 2.52. Space conditioning: Install/upgrade attic insulation and ventilation Up to 7.03. Space conditioning: Install more efficient heating unit (92 percent efficiency) 2.94. Space conditioning: Install more efficient A/C unit (SEER 13 or EER 12 units) 2.25. Refrigeration/freezing: Install a more efficient unit (replace older 19–21.4
cubic foot top-freezer unit with a new Energy Star unit) 1.96. Water heating: Install a more efficient water heater (EFS .7 unit) 1.5Potential savings subtotal 18.0
Identifying nonfinancial barriers to change: household behaviours
Motivation and beliefs (values, intentions, etc.)
**External context (e.g., financial costs, interpersonal influences, physical difficulty, broad social and economic context)
Personal capabilities and constraints (e.g., knowledge, time, attention)
**Cognitive effort Habit or routine
** Important and under-appreciated
Identifying nonfinancial barriers to change: organizational
behaviours Leadership (leaders’ motives and beliefs) Mission definition (“core activities”) External context (e.g., financial costs,
regulatory constraints, industry expectations, physical difficulty)
Capabilities of people and units) Information and transaction costs SOPs of organizational units (e.g., separate
accounts, “hurdle rates”)
Which factors are most important?
Single factors rarely account for behaviour The most important influences are not the
same for all behaviours Finding the most important influences and
barriers to change requires research The strongest influences are often
contextual The most effective interventions are based
on understanding the full range of causes for the target behaviour, and barriers to change
BOTTOM LINE: Research the target actors
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Addressing the Barriers:Addressing the Barriers:A Strategy for Interventions with A Strategy for Interventions with
HouseholdsHouseholds Understand behavior from the household’s Understand behavior from the household’s
perspectiveperspective and do not presume motives or abilitiesand do not presume motives or abilities
Recognize that household Recognize that household behavior is often constrained behavior is often constrained by factors beyond the household’s controlby factors beyond the household’s control (e.g., the (e.g., the practices of repair personnel, manufacturers, wholesalers)practices of repair personnel, manufacturers, wholesalers)
Address multiple barriersAddress multiple barriers to behavioural change to behavioural change
Tailor interventionTailor intervention to suit the target action to suit the target action
Combine influence techniquesCombine influence techniques (information, marketing, (information, marketing, financial incentives, etc.)financial incentives, etc.)
Monitor programs continuallyMonitor programs continually to be able to adjust them to be able to adjust them as neededas needed
Design principles for effective household-targeted programs
Source: Stern et al., Env. Sci. & Technol., 2010, 44, 4847-4848
Prioritize high-impact actions Provide sufficient financial incentives Strongly market the program Provide valid information from credible
sources at the points of decision Keep it simple (few hurdles to jump) Provide quality assurance (e.g.,
contractor certification, inspection)
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Addressing the Barriers:Addressing the Barriers:Interventions with OrganizationsInterventions with Organizations
Understand behavior from the organization’s perspectiveUnderstand behavior from the organization’s perspective and do not presume motives or abilitiesand do not presume motives or abilities
Look for Look for external constraintsexternal constraints (e.g., regulatory constraints, (e.g., regulatory constraints, expectations of suppliers, clients/customers)expectations of suppliers, clients/customers)
Look for Look for organizational factorsorganizational factors (SOPs, accounting (SOPs, accounting rules, split responsibilities)rules, split responsibilities)
Address multiple barriersAddress multiple barriers to behavioural change to behavioural change
Tailor interventionTailor intervention to suit the target action to suit the target action
Combine influence techniquesCombine influence techniques (information, marketing, financial (information, marketing, financial incentives, etc.)incentives, etc.)
Monitor programs continuallyMonitor programs continually to be able to adjust them as to be able to adjust them as neededneeded
Design principles for organizational change programs (a
guess) Prioritize high-impact actions Provide valid, actionable information
from credible sources (internal, peer organizations)
Identify new routines or accounting systems
Keep it simple (few hurdles to jump)
It’s not easy being green
Policy facilitation is critical: Overcoming cognitive
burdens Providing quality assurance Developing trustworthy
information
But one need not wait for the central government
Opportunities for other actors
Reducing cognitive effort Develop short lists for target
groups/organizations Get credible information sources to offer
information at points of action Provide services to offer and validate tailored
information Reduce burden of quality assurance
Create new SOPs Accounting systems in organizations
Engaging communities
Dialogues to develop short lists can disseminate credible information
Dialogues to identify barriers can generate pressure to reduce them
Dialogues across communities (units in an organization; organizations in an industry or agency; localities in a region)
Dialogues about fundamental change
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Other important targets for behavioural Other important targets for behavioural changechange
IndirectIndirect energy use (food, non-energy energy use (food, non-energy goods and services, green energy, etc.)goods and services, green energy, etc.)
Behaviourally sensitive infrastructureBehaviourally sensitive infrastructure Human factors design of energy efficiency and Human factors design of energy efficiency and
information technology (smart meters, home information technology (smart meters, home equipment controls, etc.)equipment controls, etc.)
Design of low-energy buildings and Design of low-energy buildings and communities for attractiveness communities for attractiveness
Developing user-friendly accounting systems Developing user-friendly accounting systems (footprints, calculators, energy-cost of (footprints, calculators, energy-cost of occupancy for homes) occupancy for homes)
Analysis of drivers of consumption, Analysis of drivers of consumption, “lifestyle”“lifestyle”
Changing lifestyles
Changing behaviours one by one may not be enough
Lifestyles are patterns of behaviour (travel, eating, accumulation of possessions, etc.)
Change isn’t easy and needs support Infrastructure (public transit, bike lanes, etc.) Labor issues (reducing need for “labor-saving
devices”) Social norms (other people’s expectations) Information (e.g., better footprint calculators)
How do we get support for changing lifestyles?
Lifestyle change generally happens in communities (towns, workplaces, universities, etc.) Changing norms Supportive local policies
Possible role of community or national conversations
Thank you!
I hope this will stimulate further discussion!
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Some references, contact informationSome references, contact informationP.C. Stern, Environmentally significant behavior in the home. Pp. P.C. Stern, Environmentally significant behavior in the home. Pp.
363-382 in A. Lewis, ed., 363-382 in A. Lewis, ed., The Cambridge Handbook of Psychology The Cambridge Handbook of Psychology and Economic Behaviour,and Economic Behaviour, Cambridge, U.K.: Cambridge University Cambridge, U.K.: Cambridge University Press, 2008.Press, 2008.
T. Dietz, G.T. Gardner, J. Gilligan, P.C. Stern, and M. Vandenbergh, T. Dietz, G.T. Gardner, J. Gilligan, P.C. Stern, and M. Vandenbergh, Household actions can provide a behavioral wedge to rapidly Household actions can provide a behavioral wedge to rapidly reduce U.S. carbon emissions, in preparation. reduce U.S. carbon emissions, in preparation. Proceedings of the Proceedings of the National Academy of Sciences, National Academy of Sciences, 106:10452-10456.106:10452-10456.
P.C. Stern, G.T. Gardner, M.P. Vandenbergh, T. Dietz, and J. Gilligan. P.C. Stern, G.T. Gardner, M.P. Vandenbergh, T. Dietz, and J. Gilligan. Design principles for carbon emissions reduction programs. Design principles for carbon emissions reduction programs. Environmental Science & TechnologyEnvironmental Science & Technology, 2010, 44, 4847-4848., 2010, 44, 4847-4848.
G.T. Gardner and P.C. Stern, The short list: Most Effective Actions G.T. Gardner and P.C. Stern, The short list: Most Effective Actions U.S. Households Can Take to Limit Climate Change. U.S. Households Can Take to Limit Climate Change. EnvironmentEnvironment, , 2008, 50(5), 13-24.2008, 50(5), 13-24.
G.T. Gardner and P.C. Stern, G.T. Gardner and P.C. Stern, Environmental Problems and Human Environmental Problems and Human Behavior, 2Behavior, 2ndnd ed. Pearson Custom Publishing, 2002. ed. Pearson Custom Publishing, 2002.
Contact: Paul C. SternContact: Paul C. SternNational Research Council, Washington DC, USANational Research Council, Washington DC, [email protected]@nas.edu