Dr Sea Rotmann, Task 24 Operating Agent, gave a very in-depth presentation on everything energy & behaviour change from the many findings of Phase I of the Task to an audience of policymakers, researchers, community leaders and industry in Toronto, on May 27, 2015.
This workshop followed the Energy Cultures conference and was designed to showcase how different models of understanding behaviour worked in practice, how to better use storytelling and how to collectively design a behavioural intervention.
The External Control of Organization: A Resource Dependence PerspectiveKan Yuenyong
A review of Pfeffer, J., and G.R. Salancik. 1978. The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row, Introduction, Chapter 1, 3.
Dr Sea Rotmann, Task 24 Operating Agent, gave a very in-depth presentation on everything energy & behaviour change from the many findings of Phase I of the Task to an audience of policymakers, researchers, community leaders and industry in Toronto, on May 27, 2015.
This workshop followed the Energy Cultures conference and was designed to showcase how different models of understanding behaviour worked in practice, how to better use storytelling and how to collectively design a behavioural intervention.
The External Control of Organization: A Resource Dependence PerspectiveKan Yuenyong
A review of Pfeffer, J., and G.R. Salancik. 1978. The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row, Introduction, Chapter 1, 3.
Creating Social Vision and drawing CSR Map CSO Partners
This covers the following
- Responsible business and CSR
- Creating a shared vision
- The theory of change
- Intervention approach
- Issue prioritization and targeting
- Mainstreaming CSR in corporate governance
Process Stage 1 Analysing Climate Vulnerability: Institutional
Institutional Climate Vulnerability
This module outlines how institutional capacity affects vulnerability to climate change and will cover how to identify and address weaknesses in institutional capacity in order to reduce vulnerability.
How Impact Investors Think about Measuring Impactrfbridge0
Impact investors want a measurable impact return. But it can be challenging to measure impact efficacy. This presentation speaks to how the Southwest Angel Network, an impact investing network, thinks about impact measurement.
Marketers are particularly interested in the diffusion process as it determines the success or failure of a new product. It is quite important for a marketer to understand the diffusion process so as to ensure proper management of the spread of a new product or service.
Measuring the impact of integrated systems research
Panel Speakers: Vincent Gitz, Natalia Estrada Estrada Carmona, Monica Biradavolu and Karl Hughes. Measuring the Impact of Integrated Systems Research (September 27, 2021 – September 30, 2021). Three-day virtual workshop co hosted by the CGIAR Research Programs on Water Land and Ecosystems (WLE); Forests, Trees and Agroforestry (FTA); Policies, Institutions, and Markets (PIM); and SPIA, the Standing Panel on Impact Assessment of the CGIAR. The workshop took stock of existing and new methodological developments of monitoring, evaluation and impact assessment work, and discussed which are suitable to evaluate and assess complex, integrated systems research.
consequences of innovation diffusion-E.M.ROGERS Mahesh B Tengli
Consequences of innovations
Consequences are the changes that occur to an individual or to a social system as a result of the adoption or rejection of an innovation Although obviously important, the consequences of innovations have received inadequate attention by change agents and by diffusion researchers. Consequences have not been studied adequately because (1) change agencies have overem- phasized adoption per se, assuming that an innovation's consequences will be positive, (2) the usual survey research methods may be inappropriate for investigating consequences, and (3) consequences are often difficult to measure. Consequences are classified as (1) desirable versus undesirable, (2) direct versus indirect, and (3) anticipated versus unanticipated. Desirable consequences are the functional effects of an innovation for an individual or for a social system. Undesirable consequences are the dysfunc- tional effects of an innovation for an individual or for a social system. Many innovations cause both positive and negative consequences, and it is thus erroneous to assume that the desirable impacts can be achieved without also experiencing undesirable effects. We conclude that the effects of an innovation usually cannot be managed so as to separate the desirable from the undesirable consequences. Direct consequences are the changes to an individual or a system that occur in immediate re- sponse to an innovation. Indirect consequences are the changes to an individual or a system that occur as a result of the direct consequences of an innovation. They are the consequences of the consequences of an innovation. Anticipated consequences are changes due to an innovation that are recognized and intended by the members of a system. Unanticipated consequences are changes due to an innovation that are neither intended nor recognized by the members of a system. The undesirable, indirect, and unanticipated consequences of an innovation usually go togeth- er, as do the desirable, direct, and anticipated consequences. An illustration is provided by the introduction of the steel ax among Australian aborigines, which caused many undesirable, indirect, and unanticipated consequences, including breakdown of the family structure, the emergence of prostitution, and misuse of the innovation itself. The case of the steel ax illu- strates three intrinsic elements of an innovation: (1) form, the directly observable physical ap- pearance and substance of an innovation, (2) function, the contribution made by the innovation
49
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to the way of life of individuals or to the social system, and (3) meaning, the subjective and frequently subconscious perception of the innovation by members of the social system. Change agents more easily anticipate the form and function of an innovation for their clients than its meaning. Stable equilibrium occurs when almost no change is occurring in the structure or functioning of a social system. refer slides for full detail
Creating Social Vision and drawing CSR Map CSO Partners
This covers the following
- Responsible business and CSR
- Creating a shared vision
- The theory of change
- Intervention approach
- Issue prioritization and targeting
- Mainstreaming CSR in corporate governance
Process Stage 1 Analysing Climate Vulnerability: Institutional
Institutional Climate Vulnerability
This module outlines how institutional capacity affects vulnerability to climate change and will cover how to identify and address weaknesses in institutional capacity in order to reduce vulnerability.
How Impact Investors Think about Measuring Impactrfbridge0
Impact investors want a measurable impact return. But it can be challenging to measure impact efficacy. This presentation speaks to how the Southwest Angel Network, an impact investing network, thinks about impact measurement.
Marketers are particularly interested in the diffusion process as it determines the success or failure of a new product. It is quite important for a marketer to understand the diffusion process so as to ensure proper management of the spread of a new product or service.
Measuring the impact of integrated systems research
Panel Speakers: Vincent Gitz, Natalia Estrada Estrada Carmona, Monica Biradavolu and Karl Hughes. Measuring the Impact of Integrated Systems Research (September 27, 2021 – September 30, 2021). Three-day virtual workshop co hosted by the CGIAR Research Programs on Water Land and Ecosystems (WLE); Forests, Trees and Agroforestry (FTA); Policies, Institutions, and Markets (PIM); and SPIA, the Standing Panel on Impact Assessment of the CGIAR. The workshop took stock of existing and new methodological developments of monitoring, evaluation and impact assessment work, and discussed which are suitable to evaluate and assess complex, integrated systems research.
consequences of innovation diffusion-E.M.ROGERS Mahesh B Tengli
Consequences of innovations
Consequences are the changes that occur to an individual or to a social system as a result of the adoption or rejection of an innovation Although obviously important, the consequences of innovations have received inadequate attention by change agents and by diffusion researchers. Consequences have not been studied adequately because (1) change agencies have overem- phasized adoption per se, assuming that an innovation's consequences will be positive, (2) the usual survey research methods may be inappropriate for investigating consequences, and (3) consequences are often difficult to measure. Consequences are classified as (1) desirable versus undesirable, (2) direct versus indirect, and (3) anticipated versus unanticipated. Desirable consequences are the functional effects of an innovation for an individual or for a social system. Undesirable consequences are the dysfunc- tional effects of an innovation for an individual or for a social system. Many innovations cause both positive and negative consequences, and it is thus erroneous to assume that the desirable impacts can be achieved without also experiencing undesirable effects. We conclude that the effects of an innovation usually cannot be managed so as to separate the desirable from the undesirable consequences. Direct consequences are the changes to an individual or a system that occur in immediate re- sponse to an innovation. Indirect consequences are the changes to an individual or a system that occur as a result of the direct consequences of an innovation. They are the consequences of the consequences of an innovation. Anticipated consequences are changes due to an innovation that are recognized and intended by the members of a system. Unanticipated consequences are changes due to an innovation that are neither intended nor recognized by the members of a system. The undesirable, indirect, and unanticipated consequences of an innovation usually go togeth- er, as do the desirable, direct, and anticipated consequences. An illustration is provided by the introduction of the steel ax among Australian aborigines, which caused many undesirable, indirect, and unanticipated consequences, including breakdown of the family structure, the emergence of prostitution, and misuse of the innovation itself. The case of the steel ax illu- strates three intrinsic elements of an innovation: (1) form, the directly observable physical ap- pearance and substance of an innovation, (2) function, the contribution made by the innovation
49
14
to the way of life of individuals or to the social system, and (3) meaning, the subjective and frequently subconscious perception of the innovation by members of the social system. Change agents more easily anticipate the form and function of an innovation for their clients than its meaning. Stable equilibrium occurs when almost no change is occurring in the structure or functioning of a social system. refer slides for full detail
Here is a presentation to New Zealand stakeholders of the completed findings of the International Energy Agency's DSM Programme's Task 24 Phase 1 called 'Closing the Loop - Behaviour Change in DSM: From Theory to Practice'
Why social policy needs more than the behavioural economics bandwagonTNS
Behavioural economics insights can help break through the final barriers to behaviour change – but policymakers who believe they have found a “magic bullet” solution may risk disappointment.
Raising Awareness and Learning Practices of Citizens for Energy SavingsAndreas Kamilaris
This presentation has been presented as an invited talk at the School of Design and Environment, National University of Singapore (NUS), at Singapore in April, 2014. It focuses on eco-feedback approaches and techniques for raising the awareness of occupants of residential and commercial buildings and offices, aiming to encourage them to save energy. Two recent social eco-feedback Web platforms, Social Electricity deployed in Cyprus and NUS Social Energy deployed in Singapore are presented, together with some observations and initial findings.
What makes indicators successful? Lessons from practitionersnefwellbeing
BRAINPOoL (Bringing alternative indicators into policy) is an EU-funded project aimed at identifying and overcoming the barriers to ‘Beyond GDP’ indicators being used in policy
IDS 401 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Globalization through the Lenses
of the Natural and Applied Sciences and the Social Sciences
Overview
For the first part of your final project, the critical analysis portfolio, you will select a specific issue or event in globalization and critically analyze it through the
four general education lenses: history, humanities, social sciences, and natural and applied sciences. By viewing the issue or event through these lenses, you will
gain insight into how the interconnected nature of globalization affects society as well as both your own individual framework of perception and the choices,
attitudes, and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze your issue or event in globalization through the lenses of the natural and applied sciences and the
social sciences. Like Milestone Two, this task provides you with an opportunity to dive deeper into your analysis of the issuer or event through these two lenses.
Prompt
First, review your work in Modules Five and Six as well as the Four Lenses document from Module One.
Next, analyze your popular-culture artifact through the natural and applied sciences by exploring the following questions:
How does this issue or event provide a social commentary through the natural and applied sciences?
In what ways can science help resolve or enhance your issue or event?
Next, analyze your popular-culture artifact through the lens of the social sciences, and address the following:
How does this issue or event interact with the social sciences lens and impact social issues?
In what ways does the Social Science lens help articulate a deeper understanding of the social issue(s) that inform your issue or event?
This milestone provides you with a chance to practice analyzing your issue or event through these lenses and receive feedback on this practice attempt.
Note: You are completing two separate analyses: one from the natural and applied sciences and one from the social sciences. You must submit two papers in a
single Word document.
1
Be sure to use evidence from research to support your analysis. Refer to course resources, the LibGuide for this course, as well as any other pertinent resources
to support your responses. Relevant current news sources may be used with instructor approval. Incorporate instructor feedback into your final project.
The following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will analyze your issue or event through two of the four general education lenses.
A. Analyze your issue or event through the lens of the natural and applied sciences for determining its impact on various institutions. Utilize
evidence from research to support your analysis.
B. Analyze your issue or event through the ...
Dr Wokje Abrahamse of Otago University and Dr Lauren Christie of Victoria University of Wellington present their views of research theory and engagement principles. Wokje introduces the theoretical barriers to change and discusses the results from a systematic review of 38 studies to determine the effect of interventions designed to conserve household energy use.
Given the findings from her PhD research, Lauren introduces five key principles that should be used when designing interventions to encourage the uptake of energy efficiency technologies. Both Wokje and Lauren conclude that in each and every case, 1 – the specific barriers to change for that target group and problem need to be understood first, and 2 – that a combination of approaches should be used.
An overview of key activities in a complete futures / foresight study, with a 'shopper's guide' to relevant tools and methods to suit each activity. Use it to compose an integrated futures research project, soup to nuts.
Our Task 24 talk presenting the exciting CHS hospital building manager pilot at the Behavior, Energy & Climate Change conference in Sacramento, October 2017
Dr Aimee Ambrose, IEA DSM Task 24 UK expert, gave this fascinating presentation on principal agent issues in private sector landlords in New Zealand vs the UK
We were lucky to have Dr Katy Janda, from Oxford University, at our Swedish Task 24 workshop. She presented her findings on green leases in Australia and the UK
IEA DSM Task 24 on behaviour change presented their latest findings and exciting new work in Phase 2 to the Queensland Government on December 18, 2016.
Barry Goodchild, of Sheffield Hallam University, gave this presentation on the theory of storytelling in urban planning at the IEA DSM Task 24 workshop on behaviour change in Graz, October 14, 2014.
This presentation was given by IEA DSM Task 24 Operating Agent, Dr Sea Rotmann at the Task 24 workshop in Graz, October 13, 2014. It describes the many different ways storytelling is being used in Task 24, some learnings and successes.
This is a presentation held by IEA DSM Task 24 Operating Agent, Dr Sea Rotmann in Graz, October 13, 2014. It presents some of the main findings of Dr Ruth Mourik's Subtask 3 report 'Did you behave as we designed you to?'.
Corinne Moser, one of our Swiss IEA DSM Task 24 national experts from ZHAW, gave a presentation on the Subtask 2 Swiss Case Study called the '2000 Watt Society' in our October 13, 2014 Graz workshop.
Aimee Ambrose, our UK IEA DSM Task 24 expert from Sheffield Hallam University, gave a great Pecha Kucha presentation on their EcoHome case study in our workshop in Graz, October 13, 2014.
Henrik Karlstrøm, our Norwegian IEA DSM Task 24 expert, presented the amazing Finnfjord case study which shows that even the most polluting of industries can turn into good news stories. As told to the IEA DSM Task 24 workshop in Graz, Austria October 13, 2014.
Simon Moser gave some insights into the Austrian experience with changing behaviour using smart meter rollouts. At the IEA DSM Task 24 workshop in Graz, Austria October 13, 2014.
THE IMPORTANCE OF MARTIAN ATMOSPHERE SAMPLE RETURN.Sérgio Sacani
The return of a sample of near-surface atmosphere from Mars would facilitate answers to several first-order science questions surrounding the formation and evolution of the planet. One of the important aspects of terrestrial planet formation in general is the role that primary atmospheres played in influencing the chemistry and structure of the planets and their antecedents. Studies of the martian atmosphere can be used to investigate the role of a primary atmosphere in its history. Atmosphere samples would also inform our understanding of the near-surface chemistry of the planet, and ultimately the prospects for life. High-precision isotopic analyses of constituent gases are needed to address these questions, requiring that the analyses are made on returned samples rather than in situ.
Cancer cell metabolism: special Reference to Lactate PathwayAADYARAJPANDEY1
Normal Cell Metabolism:
Cellular respiration describes the series of steps that cells use to break down sugar and other chemicals to get the energy we need to function.
Energy is stored in the bonds of glucose and when glucose is broken down, much of that energy is released.
Cell utilize energy in the form of ATP.
The first step of respiration is called glycolysis. In a series of steps, glycolysis breaks glucose into two smaller molecules - a chemical called pyruvate. A small amount of ATP is formed during this process.
Most healthy cells continue the breakdown in a second process, called the Kreb's cycle. The Kreb's cycle allows cells to “burn” the pyruvates made in glycolysis to get more ATP.
The last step in the breakdown of glucose is called oxidative phosphorylation (Ox-Phos).
It takes place in specialized cell structures called mitochondria. This process produces a large amount of ATP. Importantly, cells need oxygen to complete oxidative phosphorylation.
If a cell completes only glycolysis, only 2 molecules of ATP are made per glucose. However, if the cell completes the entire respiration process (glycolysis - Kreb's - oxidative phosphorylation), about 36 molecules of ATP are created, giving it much more energy to use.
IN CANCER CELL:
Unlike healthy cells that "burn" the entire molecule of sugar to capture a large amount of energy as ATP, cancer cells are wasteful.
Cancer cells only partially break down sugar molecules. They overuse the first step of respiration, glycolysis. They frequently do not complete the second step, oxidative phosphorylation.
This results in only 2 molecules of ATP per each glucose molecule instead of the 36 or so ATPs healthy cells gain. As a result, cancer cells need to use a lot more sugar molecules to get enough energy to survive.
Unlike healthy cells that "burn" the entire molecule of sugar to capture a large amount of energy as ATP, cancer cells are wasteful.
Cancer cells only partially break down sugar molecules. They overuse the first step of respiration, glycolysis. They frequently do not complete the second step, oxidative phosphorylation.
This results in only 2 molecules of ATP per each glucose molecule instead of the 36 or so ATPs healthy cells gain. As a result, cancer cells need to use a lot more sugar molecules to get enough energy to survive.
introduction to WARBERG PHENOMENA:
WARBURG EFFECT Usually, cancer cells are highly glycolytic (glucose addiction) and take up more glucose than do normal cells from outside.
Otto Heinrich Warburg (; 8 October 1883 – 1 August 1970) In 1931 was awarded the Nobel Prize in Physiology for his "discovery of the nature and mode of action of the respiratory enzyme.
WARNBURG EFFECT : cancer cells under aerobic (well-oxygenated) conditions to metabolize glucose to lactate (aerobic glycolysis) is known as the Warburg effect. Warburg made the observation that tumor slices consume glucose and secrete lactate at a higher rate than normal tissues.
Comparing Evolved Extractive Text Summary Scores of Bidirectional Encoder Rep...University of Maribor
Slides from:
11th International Conference on Electrical, Electronics and Computer Engineering (IcETRAN), Niš, 3-6 June 2024
Track: Artificial Intelligence
https://www.etran.rs/2024/en/home-english/
Nutraceutical market, scope and growth: Herbal drug technologyLokesh Patil
As consumer awareness of health and wellness rises, the nutraceutical market—which includes goods like functional meals, drinks, and dietary supplements that provide health advantages beyond basic nutrition—is growing significantly. As healthcare expenses rise, the population ages, and people want natural and preventative health solutions more and more, this industry is increasing quickly. Further driving market expansion are product formulation innovations and the use of cutting-edge technology for customized nutrition. With its worldwide reach, the nutraceutical industry is expected to keep growing and provide significant chances for research and investment in a number of categories, including vitamins, minerals, probiotics, and herbal supplements.
This pdf is about the Schizophrenia.
For more details visit on YouTube; @SELF-EXPLANATORY;
https://www.youtube.com/channel/UCAiarMZDNhe1A3Rnpr_WkzA/videos
Thanks...!
Slide 1: Title Slide
Extrachromosomal Inheritance
Slide 2: Introduction to Extrachromosomal Inheritance
Definition: Extrachromosomal inheritance refers to the transmission of genetic material that is not found within the nucleus.
Key Components: Involves genes located in mitochondria, chloroplasts, and plasmids.
Slide 3: Mitochondrial Inheritance
Mitochondria: Organelles responsible for energy production.
Mitochondrial DNA (mtDNA): Circular DNA molecule found in mitochondria.
Inheritance Pattern: Maternally inherited, meaning it is passed from mothers to all their offspring.
Diseases: Examples include Leber’s hereditary optic neuropathy (LHON) and mitochondrial myopathy.
Slide 4: Chloroplast Inheritance
Chloroplasts: Organelles responsible for photosynthesis in plants.
Chloroplast DNA (cpDNA): Circular DNA molecule found in chloroplasts.
Inheritance Pattern: Often maternally inherited in most plants, but can vary in some species.
Examples: Variegation in plants, where leaf color patterns are determined by chloroplast DNA.
Slide 5: Plasmid Inheritance
Plasmids: Small, circular DNA molecules found in bacteria and some eukaryotes.
Features: Can carry antibiotic resistance genes and can be transferred between cells through processes like conjugation.
Significance: Important in biotechnology for gene cloning and genetic engineering.
Slide 6: Mechanisms of Extrachromosomal Inheritance
Non-Mendelian Patterns: Do not follow Mendel’s laws of inheritance.
Cytoplasmic Segregation: During cell division, organelles like mitochondria and chloroplasts are randomly distributed to daughter cells.
Heteroplasmy: Presence of more than one type of organellar genome within a cell, leading to variation in expression.
Slide 7: Examples of Extrachromosomal Inheritance
Four O’clock Plant (Mirabilis jalapa): Shows variegated leaves due to different cpDNA in leaf cells.
Petite Mutants in Yeast: Result from mutations in mitochondrial DNA affecting respiration.
Slide 8: Importance of Extrachromosomal Inheritance
Evolution: Provides insight into the evolution of eukaryotic cells.
Medicine: Understanding mitochondrial inheritance helps in diagnosing and treating mitochondrial diseases.
Agriculture: Chloroplast inheritance can be used in plant breeding and genetic modification.
Slide 9: Recent Research and Advances
Gene Editing: Techniques like CRISPR-Cas9 are being used to edit mitochondrial and chloroplast DNA.
Therapies: Development of mitochondrial replacement therapy (MRT) for preventing mitochondrial diseases.
Slide 10: Conclusion
Summary: Extrachromosomal inheritance involves the transmission of genetic material outside the nucleus and plays a crucial role in genetics, medicine, and biotechnology.
Future Directions: Continued research and technological advancements hold promise for new treatments and applications.
Slide 11: Questions and Discussion
Invite Audience: Open the floor for any questions or further discussion on the topic.
Behaviour Change lecture to the International Energy Center in Brisbane
1. IEA DSM Task 24
Phase I
Closing the Loop – Behaviour Change in DSM: From
Theory to Practice
Dr Sea Rotmann
Operating Agent Task 24
Lecture to International Energy Centre, Brisbane
September 28, 2015
2. What is so special about Task 24?
For more information, visit www.ieadsm.org
3. Some numbers of Task 24 – Phase I
For more information, visit www.ieadsm.org
• 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 40 publications – reports, papers, articles…
• Almost 60 case studies from 16 countries in a Wiki
4. 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
For more information, visit www.ieadsm.org
5. Our audience: Behaviour Changers
For more information, visit www.ieadsm.org
Government
Industr
y
Researcher
s
The Third Sector
Intermediaries
6. Subtasks
For more information, visit www.ieadsm.org
Subtask 1 –
Helicopter Overview of different
models of understanding,
frameworks, contexts, case
studies and evaluation metrics
7. The Story of Task 24
For more information, visit www.ieadsm.org
8. The Story of Task 24
For more information, visit www.ieadsm.org
http://vimeo.com/54915316
9. Subtask 1 - Definitions of Task 24
For more information, visit www.ieadsm.org
http://www.slideshare.net/drsea/definitions-for-task-24
10. Subtask 1 – What is behaviour?
For more information, visit www.ieadsm.org
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.
11. Subtask 1 – What is behaviour?
For more information, visit www.ieadsm.org
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
12. Subtask 1 –
Overview of different models of understanding behaviour
For more information, visit www.ieadsm.org
13. Subtask 1 – The ‘Monster’ and its Wiki
For more information, visit www.ieadsm.org
14. Subtask 1 – More definitions
For more information, visit www.ieadsm.org
Models of behaviour help us to understand specific behaviours,
by identifying the underlying factors which influence them.
There are individualistic models and social models.
By contrast, theories of change show how behaviours change
over time, and how they can be changed.
Behavioural theory is diagnostic, and change theory is more
pragmatic.
Both are important to understand when designing
interventions!
15. Subtask 1 –
Models of Understanding Behaviour – some caution
For more information, visit www.ieadsm.org
Models are concepts, not representations of
behaviour
Behaviour is complex, models are deliberately
simple
There is a limit to how far models will stretch
Models don’t tend to differentiate between
people
Attitudes/awareness don’t always precede
behaviour
Factors are not barriers
16. Subtask 1 –
Looking at different models of understanding behaviour
For more information, visit www.ieadsm.org
17. Subtask 1 – Main models of understanding behaviour
For more information, visit www.ieadsm.org
INDIVIDUALISTIC (A-B-C Models)
Rational choice models based on cost-benefit calculations (neoclassical
economics)
Information deficit models are based on linear assumptions: information
generates knowledge, which shapes attitudes, which lead to behaviour
(neoclassical economics)
Bounded rationality models include psychological principles such as
cognitive biases and environmental constraints (behavioural economics)
Value Action Gap shows the difference of what people say and what they
do (social psychology)
18. Subtask 1 – Main models of understanding behaviour
For more information, visit www.ieadsm.org
INDIVIDUALISTIC (A-B-C Models)
Figure 3: The ABC model based on Shove 2010
However, in practice people usually make more complex trade-offs between costs and gains (both
financial and non- financial) and, consequently, the models are most likely not accurate. In Paul
attitudes and values
influence:
behaviour
and people chose to
behave a certain
way based on these
values and attitudes
19. Subtask 1 – Main models of understanding behaviour
For more information, visit www.ieadsm.org
INDIVIDUALISTIC (A-B-C Models) DUAL PROCESS Models of Cognition
Triandis’ Theory of Interpersonal Behaviour (TIB)
20. Subtask 1 – Main models of understanding behaviour
For more information, visit www.ieadsm.org
SOCIALLY-ORIENTED MODELS
Theories of Consumption as Social Practices (Practice Theory)
DECC running header
24
21. Subtask 1 – Practice Theory – worked example
For more information, visit www.ieadsm.org
54
Figure 6: 3 Elements Worked Example: Linedrying
22. Subtask 1 – Theories of Change
For more information, visit www.ieadsm.org
Central to many concepts of change is the merging of theory
and practice
Applied approaches: Social Marketing, Intervention Mapping,
Defra’s 4E Model…
23. Subtask 1 – Theories of Change – Changing habits
For more information, visit www.ieadsm.org
Unfreezing/Refreezing
Vigilant Monitoring
Implementation Intentions
But: Individuals only, they need to be pre-motivated, it
needs to be done quickly and intensely and they may not
be easily scalable
MOMENTS OF CHANGE!
24. Subtask 1 – Comparison between indvidual and social
approaches
For more information, visit www.ieadsm.org
Darnton, A, Verplanken, B, White, P and Whitmarsh, L (2011). Habits, Routines and Sustainable Lifestyles: A summary report to the
Department for Environment, Food and Rural Affairs. AD Research & Analysis for Defra, London.
25. Subtask 1 – Comparison between individual and social
approaches – Pros and Cons of each
For more information, visit www.ieadsm.org
Individual Models Social Models
Pros Cons Pros Cons
Some have
understanding of dual
process of cognition
Easy to follow A+B+C=
behaviour change
Can look at various
(mostly influencing)
contexts affecting
individuals
Known and tested
Very powerful with
segmentation and
bottom-up tailoring
Scale-ability
Inclusivity
Breadth of Scope
Causal relationship hard
to determine
Not shown to be that
effective, especially if
based on intentions
More complex models
hard to use
Takes systemic approach
thus easily scaled up
If you change a practice,
it can be a global change
Looped, re-enforcing
Influencing and
contextual factors
Fosters collaboration
among all sectors
More realistic?
Too complex to
understand
Dependent on many
elements to work
together
Frustrating if right
collaboration can’t be
fostered
Hard to put into practice
May only speed up
change
26. Subtask 1 – Main differences between disciplines
For more information, visit www.ieadsm.org
The programmes based (explicitly and implicitly) on economic theories usually
translate into approaches that:
- focus mainly or even solely on individuals
- are mostly technocratic thus seem to be generating biggest benefits for the supply
side, not the end user
- regard individuals as instrumentally/economically rational creatures (‘Homo
economicus’)
- regard information deficits as an important cause of ‘non-rational’ behaviours
- focus often on short and one-off financial incentives
- focus on extrinsic motivations mainly (ie are dependent on the response they evoke
from others)
- do not normally tailor their approach to the individual characteristics
- lack flexibility and room for engagement, co-creation and participation
- monitor mainly quantitative aspects and work with calculated or modeled savings
Behavioural economics-based approaches also include insights from social
psychology, and for instance focus on the power of nudging people into different
behaviours through their infrastructural, institutional or design environment.
27. Subtask 1 – Main differences between disciplines
For more information, visit www.ieadsm.org
Social marketing, or insights from psychology, sociology and collaborative learning
and practice theory approaches are increasingly being used.
These programmes are often cross-sectoral and use elements of theories and models in
an eclectic manner. Very often, user engagement is central to the design. They do take
account of the impact of the wider context and environment and social norms and are
thus clearly based on a more systemic perspective/theory or model. They:
- focus on collaboration and institutional capacity building
- focus on building trust in market parties and information sources
- target end user needs and multiple benefits
- use multiple definitions of success
- perform pre-scoping
- allow for engagement and participation
- allow for flexibility and iteration of programmes
- focus on institutional change
- focus on lifestyles
- use the power of social norms
28. Language can be a problem!
For more information, visit www.ieadsm.org
29. That was our Eureka!
moment
For more information, visit www.ieadsm.org
30. What is story telling?
‘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
For more information, visit www.ieadsm.org
31. Stories are:
• Universal
• Help us process information
• Providing multiple perspectives
• Subjective, not one truth
• Aid recall
• Shape identity
• Make connections
For more information, visit www.ieadsm.org
32. 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
For more information, visit www.ieadsm.org
33. 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
34. We’re all expert story tellers
YOUTUBE:
https://www.youtube.com/watch?v=wbe83S8FfO0&list=U
U_p3PlWDpLyDBh8TwUBmVHQ
36. Subtask 1 – Sustainable Järva (Building Retrofits)
For more information, visit www.ieadsm.org
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.
37. The story of neoclassical economics in building retrofits
www.ieadsm.org
Money makes the world go round!
You need to change your home’s energy use and we will help you pay (part of) its
retrofitting
By the way, you need to pay up first and it might take a while before we pay you back, if
ever
The info we need from you will teach you all you need to know
You only need to make a one-off decision to invest
We have the technology you need, contractors or installers (you will need to find/choose)
will put it in
If you don’t understand the technology just don’t touch the buttons!
You will save money for a nice weekend in Marbella
You only need to give us a bill from your installer, we probably won’t check how much
energy you saved
Neither will we tell you, you need to figure that out yourself
What counts for us is how many m2 we get insulated, how many homes we retrofitted or
how much money has been spent against the budget.
We will do the number crunching, don’t worry, we don’t need to know what you actually
saved, that’s what national models are for
But if you do want to know how much energy you saved, buy a metering device!
38. The story of systemic approaches in building retrofits
www.ieadsm.org
Together we’ll make the world go round!
We will co-create and co-design our interventions with you
You embody what we need to know and change: what you do, feel, learn…
We will help you understand and use the technology and train those that install and
sell it to you to tailor it to your needs
We will create a supportive material, institutional and social environment
Your needs are important so we need to do this together, as if this were your kitchen
Your life will change
It’s all about us now, our grandchildren and their future we have in our hands
Quality matters, and we will keep learning and sharing those learnings with you
If we need to be flexible, we will
This is only the start and your home is only the first step
We will monitor, calculate and report on energy, money, health, welfare, comfort,
wellbeing
And learnings based on qualitative and quantitative inputs will be shared (with you)
We will help you figure out what your impact is to be able to make sure you get where
we all collectively want to!
39. The pros and cons of each approach
• They do well with what they intend to do
and fit well within the current economic
and political system and way of thinking
• The programmes are relatively easy to
evaluate in quantitative terms and often
show good results
• The (retrofitting) market can grow
• Subsidies are often used up to the max
• Many homes do get insulated
• Behavioural economics does manage to
nudge a certain percentage
• Free riders upgrade their plans and
retrofit more comprehensively
• Sometimes even a new norm seems to
be emerging…
• These types of interventions are very
complex with many partners who have
different mandates, needs and
restrictions
• They cannot be driven by policy alone,
need all levels collaborating
• Not everyone wants to change
everything or their lifestyle
• Not everyone wants to engage but it is
important to ensure that the naysayers
are not becoming the over-riding voice
• The flexibility of changing goals, aims
and interrelatedness of issues etc makes
it difficult to evaluate
But people tend to like them much
more!
For more information, visit www.ieadsm.org
Economic approaches Systemic approaches
40. 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.
41. Examples of a love and a horror story in Building Retrofits
www.ieadsm.org
42. The New Zealand love story with insulation
www.ieadsm.org
Once upon a time... there was a beautiful country called New Zealand,which had very
cold, damp houses.
Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy
and put on another jumper.
But, one day...the new right-wing Government decided it needed to show it wasn’t
uncaring and evil and created a programme called Warm Up New Zealand. It was meant
to insulate a quarter of the housing stock, create many jobs and a new market, and
reduce energy use, energy bills and CO2.
Because of that...the Energy Efficiency and Conservation Authority set about tendering
for the best contractors in the country to fulfil this lofty goal.
But then...they realised that people weren’t that interested in insulation, they rather spent
their money on a new kitchen and kept putting on those jumpers!
Because of that... they concentrated on using Third Party Providers and other community
groups to ensure that at least the most needy and vulnerable people got free insulation
and clean heating installed.
So, finally... they did an evaluation and found that the real benefits - $5 for every $1
spent, lay in the health improvements, not a new market or energy savings or lower bills.
And, ever since then... The other Kiwis also slowly realised that being warm and cozy in
your home was maybe just as important as having a new kitchen. The End.
44. Don’t think that ‘boring’ subjects can’t make great stories!
To read more: Mourik et al (2015). Did you behave as we designed you to? ECEEE Summer
Study Proceedings.
45. What’s the morale of the story?
www.ieadsm.org
A mix of interventions that are tailored to different (national,
local, organisational, domestic) levels; tailored at both the
individual and social level; aiming at changing both the
investment and habitual behaviour; targeting multiple
motivations (not only economic and informational ones);
adding strong quantitative and qualitative evaluation (of
actual and perceived/modelled behaviour changes) into
project design; making sure that intermediaries are well-
trained and customer-focused; and focusing on the lifestyle
in which energy is key to performing functions will probably
get you long-term success. But not if you forget the most
important thing: IT’S ALL ABOUT THE PEOPLE!
46. Subtasks
For more information, visit www.ieadsm.org
Subtask 2 –
In depth analysis in areas of greatest
need
(buildings, transport, SMEs, smart
metering)
47. Subtask 2 – Norwegian Finnfjord Case
For more information, visit www.ieadsm.org
48. Subtask 2 – Austria’s Smart metering Cases
€CO2 Management
For more information, visit www.ieadsm.org
49. Subtask 2 – Austria’s Smart metering Cases
Die Energiejagd (the Energy Hunt)
For more information, visit www.ieadsm.org
50. Subtask 2 – Austria’s Smart metering Cases
For more information, visit www.ieadsm.org
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
52. Subtask 3 – Evaluation Tool, definitions
For more information, visit www.ieadsm.org
What is it?
• Monitoring: measuring progress and achievements and production
of planned outputs
• Evaluation: structured process of assessing success in meeting
goals and reflect on learnings. Explicitly places a value judgement
on the data and information gathered in an intervention
Why do it the way we do now?
Establish effect of policies
Assess need for improvements
Assessing value for money
Contribution to evidence base for effectiveness of behavioural
interventions at population level
How to do it…….???
53. Subtask 3 – Evaluation Tool, outputs
For more information, visit www.ieadsm.org
- 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”
54. Subtask 3 – Deliverable 3 ‘What do we know about
what we know?’
For more information, visit www.ieadsm.org
- Methodological review of behaviour-based energy intervention studies in the
customer feedback and residential building retrofit areas, which were
conducted over the past 10 years to determine what data has been collected
and how it has been collected (out of 315 papers, 85 were coded in detail for
analysis).
- No standard way of measuring behaviour change, which means no ability to
compare across studies and incorporate questions about context, attitudes,
knowledge and user experience.
- In future we should make better use of mixed methods for data collection, eg
surveys, focus groups, interviews, scales to allow for triangulation.
- Also need better transparency into the methods used to evaluate (only 4 out
of 85 published their actual evaluation instrument).
- Need to create and share validated data collection instruments which facilitate
a consistency of measurement
This will be done in Subtask 9
55. Subtask 3 – Deliverable 3A ‘Did you behave as we
designed you to?’
For more information, visit www.ieadsm.org
Positioning Paper providing an overview of:
- Definitions used in Task 24, particularly around monitoring and
evaluation (M&E)
- Evaluating efficiency and effectiveness of behaviour interventions
- Disciplinary basis for interventions and consequences on M&E
- Multiple challenges of M&E (benchmarking, mismatch of needs,
M&E
team not included in design, no longitudinal M&E, based on proxies
and models not actual measures, multiple benefit analyses, how do
other stakeholders assess success, monitoring individuals not
practices, no feedback loops, no shared learning)
- How to open up interventions to include end users
- A collective learning process: single vs double-loop learning
56. Subtask 3 – Deliverable 3A ‘Did you behave as we
designed you to?’
For more information, visit www.ieadsm.org
Single-loop learning is about the effectiveness and/or efficiency of a technology,
measure, instrument, arrangement, or intervention to achieve pre-defined goals.
Double-loop learning is process-oriented, focused on the how, when, where, how,
how long, for whom and is about questioning goals and the prevailing norms and
rules underlying these goals. In addition, double-loop learning is focused on
interactions, the quality of participation, learning by doing and doing by learning,
aligning expectations, in short, double-loop learning is about reflexive governance of
interventions.
57. Subtask 3 – Deliverable 3B From “I think I know” to
“I understand what you did and why you did it?
For more information, visit www.ieadsm.org
Guidelines and Factsheets in Building Retrofits:
- Identification and development of context-sensitive indicators,
metrics and ways to monitor and evaluate both short- and long-term,
identifiable and/or measurable (one-off investment- and more
frequent habitual) behaviour change outcomes of DSM tools (being
elements of larger interventions)
- Focus on investment vs habitual behaviours
- Examining different tools of building retrofit interventions
- Detailed factsheets of M&E in single- and double-loop learning
processes of three tools (Energy Performance Certificates, Mass
Marketing and Subsidies and Loans)
This work will be continued in Subtask 8
58. Subtasks
For more information, visit www.ieadsm.org
Subtask 4 –
Country-specific recommendations,
to do’s and not to do’s
59. Subtask 4 – Do’s and
don’t’s
For more information, visit www.ieadsm.org
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
60. Subtask 4 – Summary of recommendations
For more information, visit www.ieadsm.org
- Design Phase (Subtask 1) Q: What are the best models and
theories to underpin intervention design? A: It depends on the
intervention, there is no silver bullet.
- Intervention Phase (Subtask 2) Q: What can we learn from best
practice in Task 24 countries? A: Context is everything, but there is
opportunity for shared learning.
- Evaluation Phase (Subtask 3) Q: How shall we monitor and
evaluate behaviour change outcomes? A: By using double-loop
learning processes and standardised data collection.
- (Re)iteration Phase (Subtask 4) Q: What can we do better? A: A lot.
Especially using more collaborative, bottom-up, sociological models.
- Dissemination Phase (Subtask 5) Q: How can we best share our
learnings? A: Close network of experts, building on relationships and
storytelling.
62. Subtask 5 – Join our Expert Platform
www.ieadsmtask24.ning.com
For more information, visit www.ieadsm.org
230 members
137 videos and presentations
115 photos
6 blogs
21 Events
21 Discussion Fora
63. So… what’s the story?
For more information, visit www.ieadsm.org
• There is no silver bullet anywhere but the potential remains huge
• Homo economicus doesn’t exist (in energy)
• Habits are the most difficult thing to break
• This means we have to get even smarter & embrace complexity
• We are at a crossroads, and shouldn’t turn back
• We need to look at whole-system, societal change
• This can’t be done in isolation by one sector - collaboration is key
• Social media and networks are really good (theoretically) for it
• But: professionals are weary to use them, face-to-face still key
• It’s also hard to find the right Behaviour Changers and break down the
silos
• Everyone has a piece of the puzzle but we haven’t fit it together
• We need a shared learning and collaboration platform that works
• We also need a shared language based on narratives
It’s all about the people!
64. IEA DSM Task 24
Phase II
Helping the Behaviour Changers
65. 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.
66. 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’
For more information, visit www.ieadsm.org
10 –Telling an Overarching Story ‘The Story”
67. 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
68. Task 24 Phase II
The Energy System
How does it look like
now?
For more information, visit www.ieadsm.org
69. The way we currently look at the Energy System
For more information, visit www.ieadsm.org
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
70. Another way we could look at the Energy System
For more information, visit www.ieadsm.org
71. The end user need for a service
For more information, visit www.ieadsm.org
Personal
comfort
72. The end user’s behavioural response
For more information, visit www.ieadsm.org
Technology
73. The end user’s wider context
For more information, visit www.ieadsm.org
7
Cultural norms
Infrastructure
Geography/Cli
mateBuilding stock
Politics
74. The national context
For more information, visit www.ieadsm.org
Transmission & Distribution
Peak load issues
76. Why is this system view circular?
For more information, visit www.ieadsm.org
Feedback
77. Task 24 view of the Energy System
For more information, visit www.ieadsm.org
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.
78. Task 24 Phase II
The Collective Impact
Approach
For more information, visit www.ieadsm.org
Methodoloy of the
Behaviour Changer
Framework
79. A model for collaboration
For more information, visit www.ieadsm.org
Collective impact = the commitment of a group of important actors
from different sectors to a common agenda for solving a specific
social problem.
80. Task 24 Phase II
Subtask 6 – Understanding the
Behaviour Changers’ Practices
and Priorities “The Issues”
For more information, visit www.ieadsm.org
Deciding on the
issues to focus on for
Canada
81. What are the Top DSM Issues here?
For more information, visit www.ieadsm.org
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)?
82. 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?
83. What are the potentials, risks and (multiple) benefits for the
Top DSM Issues?
84. Who is the End User whose behaviour we are trying to
change?
For more information, visit www.ieadsm.org
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
85. Task 24 Phase II
Subtask 7 - The Behaviour
Changer Framework “The
People”
For more information, visit www.ieadsm.org
A new way of
visualising the energy
system
86. Who are the RIGHT Behaviour Changers to collaborate on our
issue/behaviour?
For more information, visit www.ieadsm.org
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?