Behaviour Change Strategies
Prof. Erik Bichard
University of Salford
Policy and Behaviour Change
• Influencing behaviour is central to public policy
• Changing minds based on traditional carrot and stick
strategies assumes that people make ‘perfectly
rational’ decisions, but this is not the case
• Changing the context within which people make
decisions is likely to have more success
(conclusions from Dolan et.al., (2010) Mindspace report
Denial
Confusion
‘Information does not necessarily lead to
increased awareness, and increased
awareness does not necessarily lead to
action [These] must be backed up by
other approaches’
From demos/Green Alliance report Carrots, Sticks and Sermons (2003)
Common Reasons for Inaction
•
•
•
•
Climate change is not happening
It is, but it is overstated
We (UK) are only a tiny part of the problem
It is important, and something should be done but…
– The government should fix it
– Technology will save us
– The market will rectify the problem
– Other polluters (China, US etc.) go first
– Why should I do something if others don’t
– The problem is too big for me to influence
– I would act, but don’t like any of the low carbon choices
From
work
done by
CDSM
companies are responsible
a tax
legislate
too late
not as
dangerous
not concerned
Consumer concern mapped against level of consumer
action
9%
Level of Action Taken
10%
Not strongly concerned about
global warming, but willing to
take actions where clearly
signposted and supported by
incentives and social norms
Do not see global warming
as an issue to be personally
concerned about, or take any
action
Concerned about global warming,
willing to take make an effort,
empowered to take significant action
Concerned about global warming
but challenged to see how their
action could make a difference
6%
75%
Level of Concern
After Accountability/Consumer International Survey 2007
What are Attitudes and Behaviours
• Attitudes are ‘certain regularities of an individual’s
feelings, thoughts and predisposition to act towards
some aspect of his/her environment’. (Secord and
Backman, 1969)
• Emotions (affective) + Thought (cognitive) +
Willingness to act (behaviour) = Attitude
• Willingness is tempered by a belief that the action
will be effective, but also that it will be well received
by others (Ajzen and Fishbien (1980)
Sustainable Decision-making
Is there a problem?
Will the Solution Work?
Do I care?
What will my peers think of my behaviour?
Do I know what to do about it?
After Ajzen and Fishbien (1980) Theory of
Reasoned Action
The Fear of Making the Wrong Decision is Very
Powerful
Reacts to
Problems
by…
Searches for…
Pioneers
Doing something
about it themselves
Something new and
exciting
Prospectors
Organising with
others
Something that feels
good
Settlers
Calling for someone
to do something
Something that is safe
Values-Based
Segmentation
After Rose,
Dade and
Scott (2007)
Triple Track Strategy
• Intervene with the right information at the
optimum point in the decision-making process
• Use incentives that support the proposition
• Surround doubters with evidence that others
accept the change and would approve of
those who join them.
Intelligent Education and Awareness
• It is important to avoid the
temptation to lead the
horses to the water and
then go off for a cup of tea
• Schultz’s light bulbs
• PVC and the pregnant
woman
Smarter Education and Awareness
After Goodhew, Pahl and
Auburn, 2010
The Power of Other People
• Norm-based behaviour is an essential element
in motivating change
• The close your eyes exercise
• Cialdini’s hotel and restaurant experiments
• Amec’s ‘dramatic’ transformation
Incentives
• Peer competition- -Lovins’ Dow story
• Reward culture – FRC (brave, creative,
passionate and professional)
Putting it all together
• Visible cues – BSkyB
• Salford University’s ‘boilers for fruit’
experiment