How to change behaviour - a presentation to Queensland Government

IEA DSM Task 24
Behaviour Change in DSM
Dr Sea Rotmann
Operating Agent Task 24
Queensland Government talk, Brisbane
December 17, 2015

What is Task 24?
For more information, visit www.ieadsm.org
• Reputable: International Energy Agency
• Global: 1st & only global research task on behaviour
• Holistic: all fuels, sectors and domains
• All-encompassing: Truly inter- and multi-disciplinary
• Collaborative: marrying top-down with bottom-up
• Practical: Bringing theory into real-life interventions
• Creative and fun: uses storytelling, social media,
cartoons, films etc
• And just a little bit crazy…

IEA DSM Task 24
Phase I
Closing the Loop – Behaviour Change in DSM: From
Theory to Practice

Some numbers of Task 24 – Phase I
• July 2012 – April 2015
• 8 participating countries
• 9 in-kind countries
• >230 behaviour change and DSM experts from 21
countries
• 20 successful expert workshops
• >145 videos and presentations
• Over 45 publications – reports, papers, articles…
• Almost 60 case studies from 16 countries in a Wiki
• www.ieadsm.org/task/task-24-phase-1/

Our audience: Behaviour Changers
Government
Industr
y
Researcher
s
The Third Sector
Intermediaries

Subtasks of Task 24
5 – Social network and expert platform
1 –
Helicopter
view of
models,
frameworks,
contexts and
evaluation
metrics
2 –
In-depth
case study
analysis
3 –
Evaluation
Tool for
different
stakeholders
4 –
Country-
specific
to do’s and
not to do’s,
guidelines
and
recommenda
tions

Subtasks
Subtask 5 –
Expert Platform

1
World Map of
Participating countries, contributing experts
Expert platform has over 235 experts from 21 countries and 7 main sectors.

Subtasks
Subtask 1 –
Helicopter Overview of different
models of understanding,
frameworks, contexts, case
studies and evaluation metrics

The Story of Task 24

Subtask 1 – What is behaviour?
Energy behaviour refers to all human actions that affect the way that fuels
(electricity, gas, petroleum, coal, etc) are used to achieve desired
services, including the acquisition or disposal of energy-related
technologies and materials, the ways in which these are used, and the
mental processes that relate to these actions.
Behaviour Change in the context of this Task thus refers to any changes
in said human actions which were directly or indirectly influenced by a
variety of interventions (e.g. legislation, regulation, incentives, subsidies,
information campaigns, peer pressure etc.) aimed at fulfilling specific
behaviour change outcomes. These outcomes can include any changes
in energy efficiency, total energy consumption, energy technology uptake
or demand management but should be identified and specified by the
Behaviour Changer designing the intervention for the purpose of outcome
evaluation.
BEHAVIOUR IS
EVERYTHING!

Subtask 1 – What is behaviour?
persistence
“unfrozen”
half-yearlyyearly
Conscious, or well-considered action
Once in a lifetime
Active information-seeking
monthlyrarely
Little information-seeking
Hardly thinking – taking action
Habitualised routinesOnce-off
“frozen”
consciousness
frequency
weekly daily
cookinggroceriesholidayingChoosing
energy supplier
Buying a
car
Buying a
house

Subtask 1 –
Overview of different models of understanding behaviour

Subtask 1 – The ‘Monster’ and its Wiki

Subtask 1 –
Looking at different models of understanding behaviour

Language can be a problem!

That was our Eureka!
moment

What is storytelling?
‘Storytelling’ is the construction of a
desirable future based on a narrative
of past events, with a plot that
expresses some causal relationship
To read more: Rotmann et al (2015). Once Upon a Time… How to tell
an energy efficiency story that ‘sticks’. ECEEE Summer study
proceedings

Stories are:
• Universal
• Help us process information
• Providing multiple perspectives
• Subjective, not one truth
• Aid recall
• Shape identity
• Make connections

The art and scientific methodology of storytelling
Narratives = social science tool aimed at providing way to
explore how big events (policies) impact on small scale
(individuals)
Allow for quick, practical and useful understanding of
complexity of interconnected factors in behaviour research
We all turn everything into a narrative in order to remember
it

Stories are powerful because they transport us
into other people’s worlds but, in doing that,
they change the way our brains work and
potentially change our brain chemistry — and
that’s what it means to be a social creature.
Paul Zak, Neuroeconomist
“
“
"The Interpreter" - is a left hemisphere function that organises our
memories into plausible stories. Michael Gazzaniga, Cognitive
Neuroscientist
Evolution has wired our brains for storytelling. A story, if broken down into
the simplest form is a connection of cause and effect. We make up (short)
stories in our heads for every action and conversation. Whenever we
hear a story, we want to relate it to one of our existing experiences. Uri
Hasson, psychologist
The ‘narrative turn’: Storytelling sociology views lived experience
as constructed, at least in part, by the stories people tell about it.
Berger & Quinney, sociologists

We’re all expert story tellers
YOUTUBE:
https://www.youtube.com/watch?v=wbe83S8FfO0&list=U
U_p3PlWDpLyDBh8TwUBmVHQ

Understanding country contexts in form of stories

Subtask 1 – Sustainable Järva (Building Retrofits)
Once upon a time… there were 6 neighbourhoods around the field of Järva that were in
urgent need of improvement. They were constructed in the 60s as part of the 1million Home
programme to tackle a growing housing deficit in urban areas in Sweden. They contained
housing units for more than 60000 people, but times had changed a lot since then…
Every day… People in the area were experiencing economic and social challenges. Many of
the foreign residents were unemployed and struggling with the Swedish language, and youth
was lacking good opportunities for education. The houses were terribly inefficient and the
area in general did not work for the needs of its residents. Several investments had been
undertaken but nothing worked and people felt no one was listening to them.
But, one day… the City of Stockholm decided to improve the living conditions once and for
all. But this time would be different, this time they realised that circumstances were radically
different to the 60s and that, in order for upgrading the area successfully, they needed to
involve the residents. From the beginning.
Because of that… the Järva dialogue was initiated during the Fall 2009 and for one week
10000 residents left over 30000 opinions and suggestions how the area should be developed
and improved. Based on their contribution a vision was formulated and measures were
planned in 4 areas: 1) improved housing and urban environment, 2) everyday security, 3)
better education and language teaching, 4) more jobs and entrepreneurship.
But then… it was also realised that the area and the buildings had been constructed before
the energy crisis without considering the environment, and thus the project Sustainable Järva
was born to include an energy, environment and climate-focus to the vision.
Until, finally… the dialogue with the residents continued and together with all stakeholders
many great measures were planned to promote sustainable lifestyles, satisfaction and well-
being. The ultimate goal with the project was to serve as a model for sustainable
development.
And, ever since then… the neighbourhoods around the field of Järva have become a place
where people want to live, work and play. The end.

Different energy efficiency stories
*See Janda &Topouzi (2013). Closing the Loop: Using Hero Stories and Learning Stories to Remake Energy Policy ECEEE Summer Study
Proceedings.

Examples of a love and a horror story in Building Retrofits
www.ieadsm.org

Subtasks
Subtask 2 –
In depth analysis in areas of greatest
need
(buildings, transport, SMEs, smart
metering)

Subtask 2 – Norwegian Finnfjord Case

Subtask 2 – Austria’s Smart metering Cases
€CO2 Management

Die Energiejagd (the Energy Hunt)

social approach individualistic approach
social norm (MoU)social learning (ToC)Freezing/unfreezing (ToC)
classical economics (MoU)
Gamification, competition, feedback,
tailored advice, champions
Feedback, Advice & Incentive (iPod!)
Goal: CO2 savings
Huge success Unexpected failure

Subtasks
Subtask 3 –
Evaluation tool for Behaviour
Changers

Subtask 3 – Evaluation Tool, outputs
- Individual evaluation and monitoring metrics for each domain can be found in the
Subtask 1 Monster/Wiki
- Subtask 3 Deliverable 3 - Methodological review of the scientific literature (smart
meter/feedback and building retrofits only) called ‘What do we know about what we
know?’ which will feed into Subtask 9
- An overview of how different disciplines evaluate behaviour, main challenges and
recommendations on monitoring and evaluation can be found in Subtask 3
Deliverable 3A report ‘Did you behave as we designed you to?’
- Specific guidelines and fact sheets for 3 main intervention tools in the building
retrofit area (Energy Performance Certificates, Mass Marketing and Subsidies and
Loans) can be found in Subtask 3 Deliverable 3B From “I think I know” to “I
understand what you did and why you did it”

Subtasks
Subtask 4 –
Country-specific recommendations,
to do’s and not to do’s

Subtask 4 – Do’s and
don’t’s
Intervention Phase DO DON'T
DESIGN PHASE  use models of understanding behaviour and
theories of change to design interventions
 spend some time pre-intervention researching
your audience, its motivations, needs and
heterogeneity
 collaborate with other Behaviour Changers,
especially researchers and intermediaries to
design your interventions
 segment your audience where you can as it
will help tailor the intervention
 design evaluation into the intervention up
front, including the evaluation team (if
different)
 learn from mistakes and (re)iterate your
intervention
 put a lot of thought into dissemination and
don't be afraid to use unusual means like
social media, group learning and storytelling
 believe that there is one silver bullet model for
behaviour change
 always use the same model, neoclassical
economics is a valid model that fits our socio-
economic and political reality but it does not
explain peoples' mostly habitual energy-using
behaviour well enough
 be afraid to mix models and create a toolbox of
interventions
 think you can design, implement, evaluate and
disseminate a (national) behaviour change
programme all by yourself
 think all people are rational, utility-maximising
automatons, even in each household you will find
very different attitudes, behaviours and motivations
 think you can leave evaluation til after the
programme is finished
 just think in kWh and cost savings, most people
don't think of energy in this way but of the services
they derive from it
IMPLEMENTATION
PHASE
 collaborate with other behaviour changers in
rolling out the intervention
 use trusted intermediaries and messengers
 target your audience with tailored information
and feedback that makes sense to them
 keep learning during the implementation by
evaluating ex durante
 listen to peoples' stories and especially the
nay-sayers and laggards
 not underestimate the power of moments of
change, use them wisely
 operate in a silo, you need help
 stop looking in unusal places for allies
 let your (conflicting) mandates stop you from
working with other Behaviour Changers
 let technology overwhelm the intervention, it is a
means to an end
 ever forget that you are dealing with people and
their homes are their castles and their cars their
steeds
 think you know better than your audience how they
should use energy
 keep a successful intervention to yourself, share it
widely
EVALUATION PHASE  evaluate ex ante, ex durante and ex post
 put 10-15% of your resources into evaluation,
it's worth it
 benchmark!
 think of the most relevant metrics and
indicators, not just for you but for your target
audience and the other Behaviour Changers
 use double-loop learning methods
 provide strong, ongoing, targeted feedback to
your audience
 think it's just about kWh, evaluate beyond it (eg
health, comfort, safety...)
 think you need to do all evaluation yourself, use
your collaborators to evaluate the bits they know
best
 leave evaluation til the end or ignore its importance
in showing that your intervention worked
 just model, measure as well
 ignore the pathway of behaviour change that led to
a kWh change – ask people
(RE)-ITERATION PHASE  (re)iterate your intervention often
 learn from your mistakes
 listen to your collaborators and end users
 ignore your evaluation
 hide your mistakes and horror storries, they are
often the ones we can learn the most from
DISSEMINATION PHASE  understand your audience, collaborators and
stakeholders, tailor your dissemination
accordingly
 tell stories, use social media and word of
mouth
 use trusted intermediaries to tell your story
 spend all your money on (social) marketing
campaigns
 keep doing the same thing, peoples' willingness or
brand awareness doesn't usually translate to
behaviour change
 tell a boring story about kWh
 think you know better, ever

So… what’s the moral of the story of Task 24?
• There is no silver bullet anywhere but the potential remains huge
• Homo economicus doesn’t exist (in energy humans)
• Habits are the most difficult thing to break, though it’s easiest during
moments of change
• There is no such thing as individual energy use
• The old ways aren’t working but we need to go bigger, not smaller
• We need to look at whole-system, societal change
• This can’t be done in isolation by one sector - collaboration is key
• Relationships and face-to-face meetings are key
• It’s hard to find the right Behaviour Changers and break down the silos
• Everyone has a piece of the puzzle but we can’t see the whole picture
yet
• We need a shared learning and collaboration platform that works
• We also need a shared language based on narratives
• We need to take people with us on this journey and co-create, not preach
 It’s all about the people!

IEA DSM Task 24
Phase II
Helping the Behaviour Changers

Task 24 – Phase II
Objective in a tweet (or two)
To develop, in collaboration with the Behaviour Changers, a
toolbox of interventions that works for their specific DSM
issues, contexts (sectoral and national), mandates and
needs. We also aim to extract cohesive, overarching themes
to tell a coherent international story.

The Subtasks of Phase II
5 – Expert Platform (upgraded)
6 –
Understanding
Behaviour
Changer
Practices inTop
DSM Areas
‘The Issues’
7 –
Identifying
Behaviour
Changers in
these areas
‘The People’
8 –
Developing a
toolbox of
interventions
to help
Behaviour
Changers
‘TheTools’
9 –
Standardising
Evaluation
beyond kWh
‘The Measures’
10 –Telling an Overarching Story ‘The Story”

Task 24 – Phase II
How it all fits together
What?
Subtask 6
‘The Issues’
Who?
Subtask 7
‘The People’
How?
Subtask 8
‘The Tools’
Why?
Subtask 9
‘The
Measure’
So
what?
Subtask 10
‘The Story’
Subtask 1
Subtask 2
Subtask 4 Subtask 5
Subtask 1
Subtask 4 Subtask 3

Task 24 Phase II
The Energy System
How does it look like
now?

The way we currently look at the Energy System
whole-system view which puts human needs, behaviours and (ir)rationalities at the center of
interventions geared at system change. Instead, if we look at the Energy System through the
human lens (Figure 2), we can see that it isn’t necessarily this top-down/left-right linear
realtionship starting with supply and ending with the end user, but rather a circular relationship
which actually starts with the end user need for an energy service (click here for a short video
presentation explaining this in more detail).
Figure 1. Current, linear way of looking at the energy system (starting with supply)
eetd.lbl.gov
T
O
P
D
O
W
N
SUPPLY ! TRANSMISSION & DISTRIBUTION ! TECHNOLOGY ! USER

Another way we could look at the Energy System

The end user need for a service
Personal
comfort

The end user’s behavioural response
Technology

The end user’s wider context
6
Cultural norms
Infrastructure
Geography/Cli
mateBuilding stock
Politics

The national context
Transmission & Distribution
Peak load issues

The national response
Energy supply

Why is this system view circular?
Feedback

Task 24 view of the Energy System
We pose that the Energy System begins
and ends with the human need for the
services derived from energy (warmth,
comfort, entertainment, mobility, hygiene,
safety etc) and that behavioural
interventions using technology, market
and business models and changes to
supply and delivery of energy are the all-
important means to that end.

Task 24 Phase II
The Collective Impact
Approach
Methodoloy of the
Behaviour Changer
Framework

A model for collaboration
Collective impact = the commitment of a group of important actors
from different sectors to a common agenda for solving a specific
social problem.

Task 24 Phase II
Subtask 6 – Understanding the
Behaviour Changers’ Practices
and Priorities “The Issues”
Deciding on the
issues to focus on for
Canada

What are the Top DSM Issues here?
Top DSM Issues:
• Is there a national list of DSM issues?
• What are the biggest behavioural potentials?
• What DSM policies and programmes are
already
tackling these issues and how?
• What are their approximate contribution to
the
country’s load management (economic,
technical,
political and societal potentials)?

Multiple
Benefits?
What are the potentials, risks and (multiple) benefits for the
Top DSM Issues?
Political (actual) potential
Social
Potential
Economic
Potential
Technical
potential
RISKS?
Multiple
Benefits?
Multiple
Benefits?

Who is the End User whose behaviour we are trying to
change?
Tenants? In single homes or apartment buildings?
Home owners? (single or apartment)
Office workers in a large commercial building?
Retail workers in smaller retail buildings?
Landlords? Private or large-scale? Social housing?
Commercial?
Building Management Operators? Office or eg hospitals?
Smart meter/feedback/EE technology installers or
developers?
Drivers? Truck or private vehicle? Behaviour or Mode
Switching?
Freight companies? Behaviour or technology switching?
SMEs? Which sector? CEOs or energy managers/CFOs?
Who else could it be?
g at the energy system (starting with supply)
DISTRIBUTION ! TECHNOLOGY ! USER

What behaviour are we actually trying to change?
Home owners: Install PV, learn your home’s energy eco-system,
share it with your neighbourhood’s energy eco-system (NZ)
Commercial building tenants and landlords: co-develop green
leases that work (SE)
Restaurant owners/SMEs: close doors, turn off burners, lights
etc (Fort Collins)
Building Management Operators in Hospitals: Engage with
energy managers, communicate and document energy savings
better (CA)
Drivers: Choose EVs over Eurodiesel, overcome fears (AT)
SMEs: Overcome inertia, engage with new business models (NL)
Wider public: Take up Hutt City Council’s recycling scheme (NZ)
ON & DISTRIBUTION ! TECHNOLOGY ! USER

Task 24 Phase II
Subtask 7 - The Behaviour
Changer Framework “The
People”
A new way of
visualising the energy
system

Who are the RIGHT Behaviour Changers to collaborate on our
issue/behaviour?
Government – which level, agency, person/s?
Industry – which sector, organisation,
person/s?
Researchers – which discipline, University,
person/s?
The Third Sector – which sector, association,
person/s?
Intermediaries – which sector, company,
person/s?

Understanding the Behaviour Changers’ unique stories

The Story of Task 24 – continued…

Thank you very much for your
attention!
Any comments or questions?

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