phoenix convention center phoenix, arizona integrating behavioral change into energy and water...

Phoenix Convention Center • Phoenix, Arizona

Integrating Behavioral Change into Energy and Water Management

Track 9: Institutional Change Session 2

Rick Diamond & Christopher Payne, LBNLAmy Wolfe, ORNLAugust 11, 2015

Energy Exchange: Federal Sustainability for the Next Decade2

Outline of Roundtable

1. Goal: Organizational Change2. A Look at Behavior3. A Model for Behavior Change4. Framework: Roles, Rules, & Tools5. Eight Principles6. Three Case Studies7. Scenarios & Role Playing

Energy Exchange: Federal Sustainability for the Next Decade

After attending this session, attendees will understand:

1. The basic model for Organizational Behavior Change

2. A framework for diagnosing how to implement an action plan for institutional change, and the “Roles, Rules, and Tools” rubric for customizing an action plan

3. 8 principles for organizational change, and how to apply them

4. Fundamentals of how to learn from case studies and apply this material for their needs in their own workplace environments

5. Benefits of sharing experiences with peers about how they have worked in these areas previously

Learning Outcomes


Goal for Institutional Change

“To go beyond individual awareness and actions and move towards a changed organizational culture, by creating a durable sustainability ethic and a sustainable way of operating the physical infrastructure of agencies.”


1. What do we mean by “Behavior”?

A) Everyone knows what it meansB) No one knows what it meansC) Some people know what it meansD) Other: E) All of the above


2. What are the Drivers of Behavior?

A) DeitiesB) EconomicsC) Sociology, Psychology, Anthropology, etc.D) BiologyE) All of the above


3. Do people need more information to change behavior?

A) People lack information on what to doB) People may know what to do--but there

may be other reasons why they choose not to act

C) People need to be engaged before they can act

D) People can change behavior without knowing why.


#4. Real time feedback is important

When does feedback work?A) Prius riders are a captive audience, with immediate

feedback on their actionsB) Homeowners may be captive, but not motivated to

act on informationC) Office workers may be neither captive nor

motivatedD) Individuals may choose to ignore information if it is

not perceived as having value to them


#5. Is it Easy to Change Behavior?

People will change if:A) They are motivated to changeB) They have the ability to changeC) The context or culture supports the

changeD) If a trigger is presentE) All of the above


Change Model

Individual Behavior Change =

Motivation * Ability * Trigger


Change Model

Institutional Change =

Motivation * Ability * Culture

And sometimes a T (trigger) is needed


Process for Change


Roles, Rules, & Tools

A Framework for Change


Roles, Rules and Tools

• What are the roles – especially the key roles – and their essential connectedness to system functioning.

• Understanding the formal and informal rules – or their absence – that facilitate or impede what practitioners are trying to do in their organizations.

• Describing and evaluating the tools — systems, processes, and physical equipment — that practitioners have and don’t have to do their work


Roles

• Who are the players that impact sustainability?

• What are their roles, implicit and explicit?• What influences these players to change their

behavior to further sustainability?


Roles (Examples)

• Chief Sustainability Officer• Procurement Specialist• Building Operator


Rules

• What are the rules that impact sustainability?• How are they enforced?• What is penalty--if any--for failure to

implement the rules?


Rules (Examples)

• Use of ESPC for renewables under power purchase agreements

• Purchase by individuals of alternate transportation fuels

• Procurement of green-preferred products• Selection of A&E teams for new design and

retrofits• Building operator training


Tools

• What are the tools usually employed?• How can they be made more effective?• What additional tools are needed in the

toolbox?


Tools (Examples)

• Standard business practices and procedures• Education, training, & feedback• Modeling, recognition, and award• Many others


Using the Framework

The RR&T Framework is a diagnostic toolTo apply it you need to: – Engage– Educate– Enable

Ways to do this are the 8 Principles


Evidence based principles for helping bring about organizational change

Eight Principles of Change


Institutions and people change because they see or hear of others behaving differentlyExample: A social network study showed a strong relationship between adoption of solar technology and the number of nearby previously installed systems, indicating social factors in adoption (Graziano & Gillingham 2014)

1. Social Network and Communications Principle

So make sure staff see or hear about others who have changed their office settings or patterns of behavior.


Institutions and people almost always change their ways of doing things for more than one reason

Example: At a Navy base in Japan, a FEMP award winner gained the support of maintenance and procurement staff for light-emitting capacitor (LEC) exit signs because they lasted longer and reduced effort for replacement—and were more energy efficient

2. Multiple Motivations Principle

So make different and combined appeals.


3. Leadership Principle: commitment

Institutions and people change because the workplace rules change and visible leadership communicates management Example: At the CDC, the Director led the stair walks that were part of the sustainability connection between health and “green” efforts.

So be visible and demonstrate commitment


4. Commitment Principle

Institutions and people change when they make definite commitments, especially when those commitments relate to future conditions. Example: Partnering with a California utility, assessors asked homeowners to commit to a time when they would undertake an energy-efficiency project; this resulted in 3-4 times more projects undertaken. (Mackenzie-Mohr and Smith, 1999)

So ask for specific commitments.

My To-Do List

Call re weatherstripping Dec 11th

J. Smith R. Jones Homeowner Assessor


5. Information and Feedback Principle

Institutions and people change because they receive actionable information and feedback.Example: In 19 sets of data from experimental studies, households were informed frequently (usually daily) about how much energy they were using, resulting in up to 20% energy use reductions.

So provide tools and resources tailored to specific workplace situations.


6. Infrastructure Principle

Institutions and people change because a changed infrastructure makes new behaviors easy and/or desirable. Example: Interventions, including prompts and enhanced aesthetics, visibility, and accessibility of the stairwell, resulted in an 8.2% increase in stair use (van Nieuw-Amerongen et al. 2009).

So change defaults (temp, printer settings, walkability, etc.) and provide motivations and incentives to use infrastructure differently (e.g., special status/benefits for van pool and public transportation users).


7. Social Empowerment Principle

Institutions and people who feel they can reach desirable social goals often do.Example: The US Postal Service’s 630+ Lean Green collaborate across functions to identify and implement low- and no-cost ways to conserve natural resources, purchase fewer consumable products, and reduce waste of all kinds.

So involve people in program design and processes.


8. Continuous Change Principle

Institutional change takes time.Example: the length of the pilot or trial period influences the length of the change. After one three-year study, people no longer remembered the changes they had made—they were ingrained. (Darby 2006)

So plan for the multi-year process.


1. Navy2. USPS3. Fish & Game

Three Case Studies

Principles The Navy applied three social science principles:1. Social Network & Communications 2. Leadership3. Information & Feedback

Roles, Rules, and Tools Roles were the newly defined “Building Energy Monitors,” who serve as contact points for communication with the core energy management team.

The tools included monthly energy reports, that pointed out energy anomalies and increased awareness about energy consumption.

Navy Achieved 50% Savings through integration of Technology and Behavior

Lean Green Teams saved the US Postal Service more than $41M in FY 2011

Roles, Rules, and Tools Roles: USPS created cross-functional teams rather than individuals; the idea is that, in their roles as building inhabitants, drivers, water and consumer product users, and waste disposers, staff can work together to create a conservation culture that results in energy and waste savings.

Principles Applied The USPS activities applied four social science principles:

1. Leadership2. Commitment3. Information & Feedback, and 4. Social Empowerment

Fish and Wildlife Service achieves savings through “field level up” strategies

Roles, Rules, and Tools David Guthrie created a network of energy managers that all have clearly defined roles and responsibilities. His tools that include training of energy managers, checklists for meeting FWS guidelines, tracking databases for energy and water consumption, and presentations

Principles Applied The FWS applied three social science principles:

1. Social Networking & Communications, 2. Leadership, and 3. Social Empowerment.


• Introduce yourself to your neighbor• Pick a suggested scenario or one of your own• Apply the strategies from the session

Small Group Activities


Tips & Strategies

1. Don’t try to use all 8 Principles for one application

2. Do investigate all 3 elements in the RR&T framework

3. Think of ways to engage, educate and enable at each step

4. Have fun.


Scenarios

A. Getting workers to use alternate fuelsB. Changing the culture for green procurementC. Engaging staff in recycling and waste

reductionD. Shutting of lights and computersE. Wild card


Resources

FEMP Institutional Change Web page:http://energy.gov/eere/femp/institutional-change-sustainability

Contact: Rick Diamond [email protected] Payne [email protected] Wolfe [email protected]

mailto:[email protected]



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