This document provides an overview of the IEA DSM Task XXIV, which aims to close the gap between behavior change theory and practice in demand-side management. It discusses key concepts in demand-side management and behavior change. The task involves several subtasks: an expert platform, a helicopter overview of models and case studies, development of an evaluation tool, and country-specific recommendations. It also identifies four overarching themes in behavior change related to households, small- and medium-sized enterprises, buildings, and transport.

1. IEA DSM TASK XXIV
Closing the Loop -
Behaviour Change in DSM: From Theory to Practice
Pecha Kucha - Brussels Workshop, Sept 7, 2012
Subtask I: Helicopter Overview
Dr Sea Rotmann (Co-operating Agent, Task XXIV)
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2. Who are we?
THEORY PRACTICE
Ruth: Science and Technology Studies, Cross-EU Behaviour Change research projects, DSM consulting
Sea: Biological studies, sustainable energy policy, research funding and evaluation, sustainability implementation
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3. Background to IEA DSM Implementing
Agreement
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4. What is DSM?
• Demand Side Management (DSM) refers to all changes that originate from the demand (energy
user) side.
• Reduce the demand for energy (conservation) and shift demand from peak periods to off-peak
periods (load-management).
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Pics via: tatapower.com, jcwinnie.biz, Guardian.co.uk, Treehugger.com,

5. What is Behaviour Change?
• It is estimated that up to 30% of energy demand is locked in the so-called ‘behavioural wedge’.
• This ‘wedge’ includes peoples’ conservation behaviours and peoples’ efficiency behaviours
Demand reduction Demand shifting Demand reduction Demand shifting
Demand management?
Intentional or efficiency behaviours Routine or conservation behaviours
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6. An important caveat
In this Task, a successful behaviour change outcome results in improved energy use
by households and businesses. This does not necessarily focus solely on reduction
in total energy use (although this is the medium to long-term goal), but on the
most efficient and environmentally friendly use of energy to derive the services
that underpin societal and economic wellbeing (eg comfort, mobility,
entertainment, cleanliness, production etc).
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7. Premise for Task XXIV
That the current energy efficiency gap (or ‘market failure’ of energy
efficiency) results from:
 Homo sapiens sapiens ≠ Homo economicus
 overly technocratic approaches
 the limited transfer of best practice and good research
to the policy domain
 the lack of meaningful monitoring and evaluation tools
 limited information tailored specifically to countries’ needs.
7 Pics via: apache.be, h2-economy.com, agu.org,, library.carlton.ca

8. Objectives of Task XXIV
8 Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com

9. Subtasks of Task XXIV
5-
Expert platform
1- Helicopter 2- 3- 4-
overview of In depth Evaluation Country-
models, analysis in tool for specific
frameworks, areas of stakeholders project ideas,
contexts, greatest need action plans
case studies and pilot
and projects
evaluation
metrics
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10. Some special features of Task XXIV
10 Pics via: sintef.no, jimsmarketingblog.com, techvert.com, storyfest.com, onegreenplanet.org, smh.com.au, core77.com

11. Subtask 5 - Expert platform
www.ieadsmtask24.ning.com
Want to join? http://ieadsmtask24.ning.com/?xgi=5LLXb1UhqKzXNK
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12. Learnings - Expert platform
 Really good in terms of invitations and organic, ongoing increase of members
~ OK in terms of engagement with discussions, groups, events etc
X Insufficient in terms of data management
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13. Subtask I - Helicopter Overview
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Pics via: theintersectionist.com, webtech.mercuryfest.com, blog.telecomfuturecentre.it, itrustican.blogspot.com, e-accessibility2020.eu

14. Subtask I - Example: Energy Cultures
3. What are the strengths of this model? Model offers a novel perspective for thinking about energy behaviour in an integrated way. It is applicable at
(e.g. in terms of providing explanation, insight, a novel perspective; in terms of
providing ideas for intervention; being action oriented or not; grounded in theory; different scales (one household to nation); applies in different contexts (households, businesses and even non-
grounded in empirical work) energy contexts) and deals with heterogeneity of situations. Useful as basis for design of interdisciplinary research
and integrating findings from different sources. Gives insights into where effort is best placed for interventions to
achieve behaviour change. Draws from several theoretical perspectives.
4. What are the weaknesses of this model? It is a theoretical framework rather than an explanatory theory of behaviour. Model has been used & tested in New
(e.g. in terms of providing explanation, insight, a novel perspective; in terms of
providing ideas for intervention; being action oriented or not; grounded in theory; Zealand work since 2010 and we are aware of it being used elsewhere, but is still relatively new - to date (Aug
grounded in empirical work) 2012) it has 15 citations.
5. Additional comments Model has also been applied (by others) to changing behaviour in relation to greenhouse gas emissions.
(e.g. on how this model can be made practicable for practitioners, policy makers; in
case this model addresses other topics than energy, how it still bears relevance to
energy DSM)
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15. Subtask II - Case studies
Name of person who submitted this case study
Case study year, researchers, references, main topic
Contact details of person in charge/in the know
Publications/ reports/ weblinks
Summary (max 1 page)
Key words, tags
Behavioural change investigated (routine/habit,
investment/purchasing)
What was the case (unit of analysis)
Geographical scope
Context particularities (infrastructure, political, technological, cultural, social, economic, psychological, geographical, historical etc;
point out country-specific issues pertaining to context influences)
Main focus/hypothesis
Model of understanding used key units of analysis; main question; method
Monitoring and evaluation metrics used - definitions of success; effectiveness, efficiency – criteria for evaluation
- Indicators, qualitative? Quantitative? Limitations of this evaluation ?
Main outcomes: findings and conclusions In terms of the case outcome (e.g. success or not of the DSM practice; effectiveness & efficiency; other...)
Lessons learned (bullet point format) - with regard to the model of understanding used;
- with regard to behavioural change processes;
- with regard to measuring behavioural change; etc.
Success according to whom? Based on what outcome?
Relevance for the IEA task Does it cover the broad areas of smart metering, transport, SMEs or building renovations?
Strengths of the study
Weaknesses of the study
Additional comments - e.g. follow-ups?
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16. 4 overarching themes
Pics via: greensavingsco.com, fxgj.net, smebank.com.my
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17. 4 overarching themes: HOUSEHOLDS
$$$
EFFICIENCY BEHAVIOUR
once-off
large impacts
intended
routine
cheap/free
habitual
BUILDINGS small, cumulative impacts
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CONSERVATION BEHAVIOUR TRANSPORT

18. 4 overarching themes: SMEs
$$$
EFFICIENCY BEHAVIOUR
once-off
large impacts
intended
routine
cheap/free
habitual
BUILDINGS small, cumulative impacts
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CONSERVATION BEHAVIOUR TRANSPORT

19. Subtask III- Evaluation
 WHAT IS A SUCCESSFUL LONG-TERM BEHAVIOUR
CHANGE OUTCOME TO YOU?
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20. Subtask IV: Country-specific
recommendations
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