Land use change through behaviour change (Ann-Kathrin Neureuther)
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Day 1 (16.00) Rare (http://events.globallandscapesforum.org/agenda/bonn-2017/day-1/discussion-forums-3-parallel-sessions/land-use-change-behaviour-change/)
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Land use change through behaviour change (Ann-Kathrin Neureuther)
- 1. rare.org | @rare_org 1 From Theory to Change Behavioral Insights for Sustainable Landscapes Ann-Kathrin Neureuther
- 2. “Humans are predictably irrational” Richard Thaler, Nobel Prize for Economics Laureate
- 8. Photo: DPA
- 9. rare.org | @rare_org 9
- 10. Context matters3
- 11. Effective consent to organ donation in Europe
- 13. Land use change meets behavior change? • Agriculture drives 80% of deforestation • Land use change contributes to 20- 25% of climate change • Smallholder farmers produce food for 80%in developing countries Responses • REDD+, PES, conservation laws… • Restricting choice • Financial incentives
- 14. The Colombia case • Among most biodiverse countries • World’s largest producer of freshwater • Hydropower supplies 72% of energy • Economy climate depended, high vulnerability • Post-conflict challenge and land use conflicts • 44.7% rural poverty rate • Land use change fuels vulnerability The response • Perceived potential of PES schemes • Uptake limited due to… • Lack of trust in authorities • Perceived high costs • Capacity gaps
- 15. Enter JJ: Corparacion Valle de Cauca zootechnician, farmer, radio enthusiast
- 16. Results of JJ’s campaign: • Upstream land-owners awareness about sustainable land use practices: 29.8% to 83.6% • …34 landowners set aside 1,480 hectares of forest for protection, 330 hectares for sustainable agriculture • Downstream water users participation in conservation activities: From 18.4% to 41.9%
- 17. 0 2000 4000 6000 8000 10000 12000 14000 2010 2011 2012 2013 2014 2015 kilometers ha improved management ha under contract #contracts (cumulative) 15 117 231 451 482 Metrics since 2010 for 34 campaigns Cumulative Outputs hectares
- 18. The science behind the mascots
- 19. Bringing brightspots to scale: Farming for Biodiversity 338 Solutions 8 campaigns, reaching 100,000s
Editor's Notes
- First, we know that we humans are a highly emotional species. Psychologists say we have two systems in our brain. System 1 is fast, intuitive and emotional, while System 2 is slow, logical and rational. [CLICK] The psychologist Jonathan Haidt says that System 1, the emotional system, is like an elephant in our brain, and System 2 is like a rider atop that elephant. The rational rider can do his best to try and guide the elephant, and sometimes he may well succeed, but when push comes to shove, we all know who’s ultimately in charge of which direction they’re both gonna go. So the first thing we should do is stop assuming that we’re just communicating to a rational rider in our brains – we have to start communicating to the elephant too. After I speak, Kate Mannle, a long-time Rare colleague, will give a bit more insight in how to leverage this principle.
- About 10 years ago, a few psychologists wanted to see how much influence emotions like pride and shame have on a person’s self-control. So these guys found some willing participants and set them up in three groups in three different rooms, and then they gave everyone a piece of chocolate cake. They left the first group alone and told them they’d be back in a little while. With the second group, before leaving them be, they told them to imagine the shame they’d feel if they ate the cake. All those calories. With the third group, they first told them to imagine all the pride they’d feel if they resisted eating the cake. How happy with themselves they’d be. And then they left them to it. They wanted to know if there’d be a difference in how much cake each group would then eat. So here’s what they found. These are the three groups. Which group do you think ate the least (biggest bar)? [CLICK] And which group do you think ate the most (smallest bar)? [CLICK] So it turns out pride is proven. This is just one of many, many studies that show more or less the same thing. And you saw this power of pride with the St. Lucia campaign years ago.
- Second principle. Contrary to what we’ve assumed since at least the Enlightenment, people are not inherently selfish. We have evolved to become intrinsically social animals. We have a deep need to belong and a desire to cooperate. We care what others think about us. We’re highly responsive to social influences and we like to model our behavior after those we like and trust. In other words, we behave not purely as individuals, but as members of any number of social groups of which we are a part. So changing the behavior of the individual means changing the behavior of the group.
- So if we can leverage what the group believes is acceptable and then make it so your participation is observable, we can use social approval and disapproval to influence behavior. Your actions become accountable to social norms. Here’s an example from a Rare project. In the Philippines, we partnered with a community working to reduce illegal fishing in certain protected areas. We ran a campaign similar to the one in St Lucia to change social norms and then implemented this principle. Our partner on the ground worked to make good – and bad – fishing practices more observable. Community members became fisheries wardens and sat in a guardhouse next to the no-fishing zones. They watched for intruders. So if you were breaking the newly established fishing rules, your peers knew. You were incentivized not to do it. The social pressure worked.
- So if we can leverage what the group believes is acceptable and then make it so your participation is observable, we can use social approval and disapproval to influence behavior. Your actions become accountable to social norms. Here’s an example from a Rare project. In the Philippines, we partnered with a community working to reduce illegal fishing in certain protected areas. We ran a campaign similar to the one in St Lucia to change social norms and then implemented this principle. Our partner on the ground worked to make good – and bad – fishing practices more observable. Community members became fisheries wardens and sat in a guardhouse next to the no-fishing zones. They watched for intruders. So if you were breaking the newly established fishing rules, your peers knew. You were incentivized not to do it. The social pressure worked.
- Third principle. We have strange, even apparently irrational ways of making judgments and decisions. These are biases and heuristics (a fancy word for mental shortcuts) that have been very helpful to us evolutionarily because they make decision-making easier in a complex environment, but they sometimes leads to strange or irrational choices in systematic ways that help us predict human behavior.
- The context: Land use change, climate change and the SDGs To achieve SDGs and climate targets, we need to change the ways in which we manage our lands: 9 billion people by 2050 to feed Agriculture drives 80% of deforestation Land use change is also responsible for 20% - 25% of climate change SDGs recognize these connections between environment and human development They also recognize that solutions to these problems vary across local contexts, and that they must be addressed in all countries – developed and developing
- Working in the region for the past 6 years, we have realized that key actors, such as CVC and the hydropower company Celsia share a common objective, which is conserve and restore watersheds of key hydrological importance in the region through and integrated watershed management approach. So we believe that instead of advancing isolated programs with limited impact, we should aim for collective initiatives that leverages each of the organization’s capacities and resources. Celsia is one of the largest energy companies in Colombia with power generation plants in Colombia, Panamá, and Costa Rica and distributes energy to more than 500.000 customers in Colombia. Its main operations are located in Valle del Cauca where it operates 14 hydroelectric plants Celsia is a socially responsible company which has an established program named ‘ReverdeC’ through which they will invest 2 million dollars over the next 10 years to plant 10 million trees in Valle del Cauca’s watersheds and they are willing to incorporate this program and budget to this initiative. We also have been advancing conversations with Wageningen University as prospective partner for knowledge management. Maybe AK can expand on the progress of these conversations.
- So now I want to add a bit of texture to our conversation by talking about how we can turn these principles of human motivation and decision-making into levers that we can use to actually influence choices and behavior.
- So now I want to add a bit of texture to our conversation by talking about how we can turn these principles of human motivation and decision-making into levers that we can use to actually influence choices and behavior.