1) The document discusses promoting sustainable behavior through understanding the rational, emotional, and subconscious drivers of human behavior. 2) It introduces 10 drivers of behavior that can be used to design interventions targeting knowledge, social norms, personal costs/benefits, and habits. 3) The key is to first define the target behavior and group, then identify barriers and triggers within each behavioral driver to design nudges that make the sustainable behavior easy, attractive, and socially pressure.

1. Promoting sustainable behaviour
Rational, emotional and subconcious drivers for behavioural change
Sibolt Mulder
April 2019

2. • Graduated in 1986 from Leiden
University on effect research on Dutch
governmental campaigns (Postbus 51).
• Worked as a policy researcher at various
Dutch agencies: Motivaction, TNS Kantar.
• Specialised in policies and campaigns
promoting sustainable behaviour of
citizens and organisations.
Introducing: Sibolt Mulder

3. Contents
1. Behavioural change: why is it important?
2. Behavioural economics: a short introduction
3. Define the target group and the desired behavioural change
4. 10 drivers of behaviour: a practical checklist
5. Summary
6. More info?

4. 1. Sustainable behaviour, why is it important?
Because:
people’s behaviour can
make or break solutions

5. Sustainable behaviour must become the norm in society
1. Sustainable behaviour, why is it important?

6. Traditional campaigns have impact on knowledge and social norms
but not enough on our behaviour
1. Sustainable behaviour, why is it important?

7. Contents
1. Behavioural Change: why is it important?
2. Behavioural economics: a short introduction
3. Define the target group and the desired behavioural change
4. Using the 10 drivers of behaviour: a practical checklist
5. Summary
6. More info?

8. Are we really a ‘rational Homo economicus’ (John Stuart Mill)?
2. Behavioural economics: a short introduction
Or ‘predictably irrational’ (Dan Ariely)?

9. We have rational, emotional and instinctive, subconcious drivers of our behaviour
2. Behavioural economics: a short introduction

10. The (more or less) conscious drivers of our behaviour
Theory of planned behaviour
Fishbein / Ajzen (1975)
2. Behavioural economics: a short introduction

11. Over 40 years of research into ‘heuristics’, ‘biases’ en ‘nudges’ shows:
most behavioral choices are made instinctively
Kahneman & Tversky
1979 - 1992
2008 1984
2. Behavioural economics: a short introduction

12. Some well-known nudges… But there are many more!
2. Behavioural economics: a short introduction

13. BIT-UK uses ‘EAST’ for interventions combining ‘conscious’ incentives and nudges
2. Behavioural economics: a short introduction

14. Important: general nudging principles needs domain-specific elaboration
2. Behavioural economics: a short introduction

15. Contents
1. Behaviour Change: why is it important?
2. Behavioural economics: a short introduction
3. Define the target group and the desired behavioural change
4. Using the 10 drivers of behaviour: a practical checklist
5. Summary
6. More info?

16. Theory: behavioural change in a group grows from segment to segment
Segments differ in
what drives them…
3. Define the target group and the desired behavioural change

17. Strategic choice: on what segments should a change strategy focus?
Since they differ in what drives them, each segment requires different persuasion tactics.
Unconsious
of the issue
Innovators,
frontrunners
in change
Early adopters,
First group for
upscaling change
Sceptics,
critical
Majority,
main target
Opponents,
avoiders,
saboteurs
3. Define the target group and the desired behavioural change

18. Strategic choice: how far has the change reached the population?
The answer leads to the main focus in your strategy
Situation 1: most people are unfamiliar with the issue
and solutions. So: put it on the agenda.
Situation 2: most people are familiar but frightened
with the issue and solutions. So: focus on convincing
early adopters.
Situation 3: most people are familiar but support is
divided. So: focus on making behaviour easy and attractive
for the majority.
Situation 4: most people are convinced and doing it. Focus
on putting pressure and enforcement on the opponents.
Do listen to their problems!

19. Define the behaviour to change
• Fact and figures on the measurable current
behaviour (not attitude or knowledge!)
• Where do they show this behaviour?
(to know where your intervention is most
effective)
• When do they show this behaviour?
(to know when your intervention is most
effective)
• What is the alternative behaviour?
Target group profile
• Facts & figures on the group?
– Size of segment in total population
– Socio-demographics
– Life style / values
– Media usage
• Attitude towards the required behaviour
3. Define the target group and the desired behavioural change

20. 3. Define the target group and the desired behavioural change
Sometimes ‘persona’s’ are a
useful way to summarize the
target group’s profile

21. Contents
1. Behaviour Change: why is it important?
2. Behavioural economics: a short introduction
3. Define the target group and the desired behavioural change
4. Using the 10 drivers of behaviour: a practical checklist
5. Summary
6. More info?

22. 4. Using the 10 drivers of behaviour: a practical checklist…
Conscious
drivers
Subsconsious drivers
heuristics, biases
Drivers to change behaviour
1. Knowledge, understanding, urgency
2. Image of the messenger
3. Personal costs and benefits
4. Societal costs and benefits
5. Identity and social image
6. Routines in specific surroundings
7. Self confidence / efficacy
8. Social pressure
9. Physical surroundings
10. Institutional context

23. Interventions: choose segments and their behaviour drivers
4. Using the 10 drivers of behaviour: a practical checklist…
Drivers to change behaviour
1. Knowledge, understanding, urgency
2. Image of the messenger
3. Personal costs and benefits
4. Societal costs and benefits
5. Identity and social image
6. Routines in specific surroundings
7. Self confidence / efficacy
8. Social pressure
9. Physical surroundings
10. Institutional context

24. A checklist: for group <Name> per driver: what are their barriers, triggers and nudges for change?
Per driver: what are barriers, triggers and nudges? Barriers? Triggers? Nudges?
1. Knowledge, understanding, urgency
2. Image of the messenger
3. Personal costs and benefits
4. Societal costs and benefits
5. Identity and social image needs
6. Routines in specific situations
7. Self confidence, competence to change
8. Social pressure: values, role models
9. Physical surroundings
10. Institutional context
4. Using the 10 drivers of behaviour: a practical checklist…

25. 1. Knowledge, understanding and urgency
What to achieve….
• Make the issue familiar
• Make the issue and desired behaviour understandable
• Explain why it is urgent for myself and for us all
• Addres misunderstandings, debunk prejudices
Nudges
• Naming, framing
• Disrupt & reframe

26. 2. Image of the messenger
A persuasive person, brand or a corporate image supports
the persuasion power of your intervention
Nudges
• Symbols of authority (person, logo, building, website)
• Physically appealing to the values of the target group
• Positive tone of voice, solution-oriented
• Reciprocity: offering a gift (or promise..)

27. 3. Personal benefits: “whats in it for me?”
What to achieve…
Answer: “What’s in it for me?”
Check: how do people define personal benefits and costs?
(pleasure, price, safety, less irritation, freedom)
Cognitive biases
• Short term benefits here and now over future wins
• Conservatism: existing solution over new ones
Nudges
• Scarcity, loss aversion
• Low risk in trying out
• Less choice stress
• Anchoring: what is the reference?
Insulation? Money? Comfort?
Loss Aversion
Scarcity

28. 4. Social benefits: “what’s in it for us all?”
What to achieve…
Answer: what’s in it for us all?
• Visualize advantages of desired behaviour
• Make disadvantages of wrong behaviour explicit
• Correct misconceptions, debunk prejudices
• Explain the righteous distribution of cost and benefits
• Social proof: visualize good and bad role models

29. KERN-
WAARDEN
LIFESTYLE
5. Identity and social image needs
The new behaviour should fit values better than the old one
CORE VALUES STYLE IN
DESIGN
Style of the offer
MATCHCORE VALUES
Emotional needs

30. 6. Routines in specific situations: disrupt old into new ones
• Routines are indispensable. They make repeat behaviour efficient.
• Analyse the customer journey and its touchpoints with choice for behaviour options.
• Analyse the Cue-Routine-Reward-cyclus that needs changing.
• How can new cues cause new routine behaviour with rewards?
• Disruptions in old situations are opportunities for change (moving, new job?)

31. 6. Routines in specific situations: invent new solutions

32. 7. Self confidence to change
Help to overcome threshold fears, make attempting
new behavior accessible
• Make the people aware of the fallback risks.
• Think of safety nets in advance.
• Organize social support points.
Nudges
• Recognize the effort it will take.
• Accessible entry step-by-step options.
• Confirm progress: emphasize smallest gap between
current and desired situation.
• Let people speak out publicly about their behavior: I
can do it.
• Coaching by fellow sufferers.

33. 8. Social pressure: values and role models
Use social peer pressure
• Family, friends, neighbourhood, corporate culture, national
culture.
• Role models: praise the good persons, shame the wrong ones.
• Communication works best at the location and time of choice
of behaviour.
Nudges
• Social proof: so many like you did already … (behaviour)

34. 9. Physical surroundings: what are barriers and triggers for change?
How do people read the surroundings of the behaviour?
• Instrumental: what am I supposed to do here?
• Emotional: what behaviour fits this situation?
• Broken Window-theory…
Nudges
• Set choices by default in the desired direction .
• Use appreciative stimuli in environment: green, music
• Make healthy snacks just as fun and tasty
• Design against over-consumption / waste: portioning /
lockable / foldableLibrary-like decor in train
promotes silence

35. Solution: fireproof disposal of butts in bins
9. Physical surroundings: what are barriers and triggers for change?
People throw cigarette butts in the gutter at bus
stations because garbage cans might catch fire

36. Quality marks: example of making it difficult for people to choose ..
10. Institutional environment: a stakeholders ecosystem

37. Answer: who takes the responsibility for change?
10. Institutional environment: a stakeholders ecosystem
Trust Company

38. Stakeholders: who is relevant? What level of involvement with whom?
Monitor
critics
Involve them
in your
strategy
Monitor their
level of
influence
Inform them
about the
developments
Low power
Supporters
High power
Opponents
10. Institutional environment: a stakeholders ecosystem
Level 0 = no knowledge of each other
Level 1 = get to know each other’s ideas
Level 2 = voluntary agreements
Level 3 = shared strategy
Level 4 = hard agreements on actions
Level 5 = central control over strategy
Stakeholder A
Stakeholder B

39. Stakeholder cooperation can be a solution, sometimes…
10. Institutional environment: a stakeholders ecosystem

40. Contents
1. Behaviour Change: why is it important?
2. Behavioural economics: a short introduction
3. Define the target group and the desired behavioural change
4. 10 drivers of behaviour: a practical checklist
5. Summary
6. More info?

41. Summary: 1) define a behaviour to change, 2) pick your target
group, 3) develop interventions using the 10 drivers and nudges
Make issue
familiair
Make it
easy,
attractive
Convince Urge Enforce
Drivers to change behaviour
1. Knowledge, understanding, urgency
2. Image of the messenger
3. Personal costs and benefits
4. Societal costs and benefits
5. Identity and social image
6. Routines in specific surroundings
7. Self confidence / efficacy
8. Social pressure
9. Physical surroundings
10. Institutional context

42. Worksheet 1: analyse the behaviour that needs changing
Define the behaviour to change
• Fact and figures on the measurable current
behaviour (not attitude or knowledge!)
• Where do they show this behaviour?
• When do they show this behaviour?
• What is the required alternative behaviour?

43. Worksheet 2: analyse the target group
Target group profile
• Facts & figures on the group?
– Size of segment in population
– Socio-demographics
– Life style / values
– Media usage.
• Attitude towards the required behaviour?

44. Worksheet 3: design interventions
A checklist: for group <Name> per driver: what are their barriers, triggers and nudges for change?
Per driver: what are barriers, triggers and nudges? Barriers? Triggers? Nudges?
1. Knowledge, understanding, urgency
2. Image of the messenger
3. Personal costs and benefits
4. Societal costs and benefits
5. Identity and social image needs
6. Routines in specific situations
7. Self confidence, competence to change
8. Social pressure: values, role models
9. Physical surroundings
10. Institutional context

45. More information?
Sibolt Mulder
s.mulder@kplusv.nl
M: + 31 (0) 6-13 65 41 11
• Workshops on behaviour change and nudging
• QuickScans of existing policies/campaigns
• Strategy research and consulting