In this interview with Lorraine Whitmarsh (MBE), a leading psychologist and environmental scientist at the University of Bath and the Director of the Centre for Climate Change and Social Transformations (CAST), we discuss how behaviour change can play a pivotal role in achieving net-zero.
We explore challenges, opportunities, and common misconceptions and outline a vision for individuals and organisations on how to reach a greener tomorrow without compromising today’s goals.
The shift to a more sustainable future and achieving net-zero are crucial global goals. However, these objectives pose a significant challenge for behaviour change, requiring a substantial transformation in the habits, lifestyles, and processes of individuals and stakeholders in the coming decades. Could you explain the extent of the behaviour change needed, and where should we start?
According to the modelling by the Climate Change Committee, the official climate advisor to the UK government, about 60% of the changes needed to achieve net-zero must involve consumer behaviour change. This encompasses both the adoption of low-carbon products and services produced by businesses and broader lifestyle adjustments done by people. It's crucial to recognise that all the changes necessary for achieving net-zero involve behaviour change, whether on the consumer or organisational side.
First and foremost, organisations can create environments that naturally encourage consumers to choose greener options, developing and promoting greener products, and innovating in design and packaging, making them more appealing and cost-effective.
At the individual level, the most impactful action, on average, is giving up car usage entirely, resulting in a substantial reduction of around two tonnes of carbon dioxide emissions per year—significant progress considering the target of reducing the average UK carbon footprint from eight tonnes to approximately 2.5 tonnes in the next six years. Options like transitioning to electric vehicles, reducing air travel, and adopting energy-efficient practices in home renovations, such as insulation and renewable heating sources, also contribute significantly. Similarly, dietary changes, particularly consuming less red meat and dairy, prove to be among the most effective measures.
But organisational change from the inside is also essential. And here, prioritisation can vary; it will depend on what operations contribute most to the carbon footprint. For instance, my university identifies buildings as the most significant contributor, surpassing travel behaviours, so we start there.
While the need for sustainable change is widely recognised, the pace remains slow. What barriers have you observed in your work that hinder this progress?
Certainly, numerous barriers exist, including cost-related challenges, motivational obstacles, knowledge gaps, a lack of awareness, and social, as well as broader physical barriers.
Cost-related barriers are, in part, tied to structural policy issues. Prices often favour high-carbon products due to the incomplete incorporation of environmental impacts into pricing. Addressing this necessitates policy changes, such as implementing carbon pricing measures.
At the individual and organisational levels, there's often a lack of knowledge about the most effective actions. Our work on the consumer side reveals a common misconception that dealing with waste, like recycling, is highly effective in combating climate change. Partially, it builds on certain visibility in campaigns but may not be as impactful as commonly believed. In reality, it ranks among the least effective actions compared to reducing car use, flying, altering diets, or embracing renewable energy. Knowledge gaps, prevalent among consumers, also extend to businesses in terms of their most impactful contributions.
A sense of a lack of agency is a common psychological barrier, where individuals question the impact of their actions amid perceived inaction by others. Demonstrating that individual actions contribute to a growing movement combating climate change helps alleviate such concerns. Social barriers emerge from norms promoting consumption and assumptions that more consumption leads to greater happiness, despite evidence suggesting otherwise. These social norms pose challenges that need to be tackled.
Wider physical barriers are evident in the construction of towns and cities, for instance, often favouring cars over alternatives like walking, cycling, or public transport. And lastly, motivational barriers are another facet. Individuals may lack sufficient reasons to change, often due to a low awareness of the benefits, not only in terms of climate but also tangible advantages. The economic case for greener products and untapped markets might serve as compelling arguments. Health benefits associated with sustainable travel and eating also motivate consumers. Overcoming motivational barriers involves highlighting these additional benefits.
In all these cases, Behavioural Science is among the best placed to provide insights into identifying and removing such barriers. It can inform the design of interventions that engage individuals and organisations on the behaviour change journey toward more sustainable futures.
The common belief is that a green transition will demand sacrifices from both customers and organisations. However, your work on co-benefits suggests this is not entirely true, or at least, it is more intricate. Please, elaborate on why that is.
Addressing potential motivational barriers is crucial, and one effective strategy involves highlighting the numerous co-benefits associated with tackling climate action. The Intergovernmental Panel on Climate Change (IPCC) has extensively documented these co-benefits, revealing substantial improvements in people's well-being.
Health co-benefits are among the most well-established. For instance, reducing red meat and dairy consumption not only benefits the climate but also contributes to improved health. Similarly, opting for walking and cycling over driving not only brings individual health benefits but also reduces pollution and improves safety in towns and cities. Beyond physical health, there's compelling evidence that less materialistic and more sustainable lifestyles contribute to higher subjective well-being. People who prioritise well-being over material consumption tend to experience greater happiness. Financial co-benefits are also noteworthy. Actions such as installing insulation or transitioning to electric vehicles can potentially lead to cost savings in the long term.
In the context of organisations, it's plausible to link long-term commercial success with co-benefits. The tension between immediate sales success and an organisation's long-term financial health and sustainability underscores the importance of making informed decisions. Transitioning to renewables or greening the supply chain aligns with the financial stability of an organisation in the long run.
Moreover, there's a strong business case for going green. Emerging markets and increasing consumer demands for green and ethical products create opportunities for market growth. Implementing processes within the organisation, such as adopting renewable energy, aligns with climate action and may lead to cost savings.
Considering climate impacts in terms of resilience becomes a self-interested strategy for protecting businesses from the adverse effects of climate change. Numerous economic analyses have demonstrated that the costs of not tackling climate action far exceed the costs of proactively addressing climate change. The economic case for climate action is robust, showcasing not only the avoidance of costs but also the potential for significant economic benefits.
If an organisation seeks ways to reduce its carbon footprint, become more sustainable and address the barriers mentioned before using Behavioural Science, what steps should be taken? Especially if an organisation acknowledges the importance of understanding psychology, people's perceptions, and decision-making in this context.
The initial stage is exploring the goal, defining the target behaviours, and identifying the barriers that currently prevent these target behaviours from happening. For instance, if an organisation aims to reduce carbon emissions from travel, the first step is delving into why certain groups within the organisation rely more on cars, for example, and recognising the variations within the organisation.
Engagement also plays a crucial role, involving direct communication with the individuals or groups undergoing change, be it employees or customers. It is vital to understand their experiences and challenges in acting sustainably and gauging their willingness to change. Co-designing interventions with these individuals fosters a sense of agency and ownership, making the interventions more likely to be accepted.
The next step is to select the appropriate intervention approach tailored to the specific behaviours and target audience. This might involve a combination of economic incentives, convenience enhancements, and informational campaigns. Recognising when to implement these measures is often overlooked but crucial. Periods of habit disruption — moments of change — such as during relocations - present ideal opportunities to reshape behaviours more sustainably.
Throughout this process, evaluation is also essential. Measuring the desired changes, whether through surveys, behavioural observations, or quantitative or qualitative feedback, ensures that you’re tracking progress. It's important to note that behavioural change takes time, and the patience to see results is crucial, even if the changes are not immediately visible.
For organisations, being authentic and credible involves not just recommending change but embodying it and aligning actions with intentions. Our recently published briefing paper on motivating low-carbon behaviours in the workforce offers insights from a case study with Cornwall Council. This case study illustrates the importance of understanding drivers and barriers before recommending priority interventions. For Cornwall Council, travel emerged as a significant challenge, and the interventions, including electric vehicle carpools and flexible working practices, were tailored based on surveys, focus groups, and interviews with staff. Engaging staff in this process ensured that the measures were perceived as fair, effective, and supportive, aligning with broader co-benefits.
Lastly, walking the talk, modelling the desired behaviour, and supporting individuals through the change process will likely contribute to the success of such interventions. It means that an organisation should also be authentic and prioritise actions that have the most significant impact, even if they might differ from initial expectations.
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