This presentation was given in December 2013 by Dr Sea Rotmann at the Energy Efficiency and Conservation Authority in Wellington. In the audience were the main end users of the Task - policymakers, energy research funders and energy research networkers. It gave examples of some specific uses of storytelling from the 'Monster' report of Subtask 1 analysis.

1. social media XXIV
and
Subtasks of Task
IEA DSM TASK 24
Task XXIV
Closing the Loop Behaviour Change in DSM: From Theory to Practice
Dr Sea Rotmann Operating Agent
EECA, Dec 19, 2013

2. The story of Task 24
2

3. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
2

4. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
2

5. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
2

6. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
2

7. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
2

8. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.
2

9. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.
But then! It became obvious that it took a lot of lobbying and hard work just to talk countries
into joining, signing contracts and paying their invoices...
2

10. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.
But then! It became obvious that it took a lot of lobbying and hard work just to talk countries
into joining, signing contracts and paying their invoices...
Because of that... They officially started the Task a little later than planned but had it
extended when more and more countries and over 200 behaviour change experts from around
the world joined up along the way.
2

11. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.
But then! It became obvious that it took a lot of lobbying and hard work just to talk countries
into joining, signing contracts and paying their invoices...
Because of that... They officially started the Task a little later than planned but had it
extended when more and more countries and over 200 behaviour change experts from around
the world joined up along the way.
So, finally...Task 24 is very healthy and happy, having just received notice of its 9th official
country member (Austria) joining us and our experts in translating theory into practice.
2

12. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.
But then! It became obvious that it took a lot of lobbying and hard work just to talk countries
into joining, signing contracts and paying their invoices...
Because of that... They officially started the Task a little later than planned but had it
extended when more and more countries and over 200 behaviour change experts from around
the world joined up along the way.
So, finally...Task 24 is very healthy and happy, having just received notice of its 9th official
country member (Austria) joining us and our experts in translating theory into practice.
And ever since then...Ruth and Sea have traveled around the world telling stories, creating
monsters and turning slowly into Babelfish. They hope to continue this important work for
another 3 years if they get their Task 24 extension, as there is lots left to do. And then they lived
happily ever after changing the behaviour of the behaviour changers to help them better change
behaviours (huh?). The End.
2

13. The story of Task 24
Once upon a time...two young-ish ladies who were working on behaviour change - one in
theory and one in practice - met each other on a hot Athens night (at a behaviour change
workshop).!
Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in
common (like a grand passion for behaviour change and both being ninjas).
But, one day...They realised that they had the opportunity to make their dream collaboration
a reality.
Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.
But then! It became obvious that it took a lot of lobbying and hard work just to talk countries
into joining, signing contracts and paying their invoices...
Because of that... They officially started the Task a little later than planned but had it
extended when more and more countries and over 200 behaviour change experts from around
the world joined up along the way.
So, finally...Task 24 is very healthy and happy, having just received notice of its 9th official
country member (Austria) joining us and our experts in translating theory into practice.
And ever since then...Ruth and Sea have traveled around the world telling stories, creating
monsters and turning slowly into Babelfish. They hope to continue this important work for
another 3 years if they get their Task 24 extension, as there is lots left to do. And then they lived
happily ever after changing the behaviour of the behaviour changers to help them better change
behaviours (huh?). The End.
2

14. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

15. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

16. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

17. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

18. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

19. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

20. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

21. what’s special about
Some special featuresTask XXIV
Premise for of Task XXIV
Task 24?
Text
3

22. Target audience of Task 24
target Audience of Task XXIV
1. Intermediaries
2. Policymakers
3. Researchers
4. Industry
5. The Third Sector
4
Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com

23. Target audience of Task 24
target Audience of Task XXIV
CHANGING THE
2. Policymakers
BEHAVIOUR OF
THE
3. Researchers
BEHAVIOUR
4. Industry
CHANGERS
1. Intermediaries
5. The Third Sector
4
Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com

24. IEA DSM Task XXIV
Task 24
Subtasks of
participating countries
!"#$%&'(#&)'*(#+$#)",(-.(,/#(0-)'1(23#)4*(56,'--7(89::
!"#$%&'#($()%(*&+%&%,(&-)(#./&!0#&122&30)4(#()5(&")&6$207&80#9+/&")&65%0:(#&;<==
© OECD/IEA, October 2011
Committee for Energy Research & Technology
(CERT)
Oversees 40 intʼl implementing agreements
15 Participating Countries
Each country has ExCo
member
24 Tasks - each task has
Operating Agent/s (OA)
Task 24:
Behaviour
Change in DSM
(OAs: Ruth and
Sea)
DSM Implementing
Agreement
(www.ieadsm.org)
Countries participating
Netherlands
Switzerland
New Zealand
Belgium
Norway
Sweden
Italy
South Africa
UK
Austria
Australia
US
Portugal
Spain (in kind)

25. Subtasks of Task XXIV
subtasks
5- Expert platform
1- Helicopter
2-
3-
4-
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
In depth
analysis in
areas of
greatest need
Evaluation tool
for
stakeholders
Countryspecific project
ideas, action
plans and pilot
projects

26. Subtaskof Task XXIV
V - expert
Subtasks
platform
99 videos & presentations
- 75 photos
- 6 blogs
- 14 events
- 23 discussion fora
- 3 member groups
-

27. World Map of
Participating countries, contributing experts
Expert platform currently has 200 experts from 21 countries and 7 main sectors.
1

28. Subtasks of Task XXIV
Babel to Babelfish?

29. Subtasks of Task XXIV
Babel to Babelfish?

30. Subtasks of Task XXIV
Babel to Babelfish?

31. Subtasks of Task XXIV
Babel to Babelfish?

32. Subtasks of Task XXIV
energy stories: personal

33. Subtasks of Task XXIV
energy stories: sectoral
Fuel efficient driving behaviour in
the light vehicle fleet
15 February 2013 | Jörn Scherzer | Transport Partnerships
!"#$%&"'()
!"#$%&'%$(
!"#$%&'($
Energy Behaviour Challenge 1
Changing household energy cultures
A research perspective
!"#$%&'($%
)*"$+%,-$./0"1(%,++"2$.%

34. Subtasks of Task XXIV
energy stories: national
IEA DSM – Task XXIV
Swiss Energy Strategy and research projects
concerning behavior change
Dr. Aurelio Fetz, Market Regulation, Swiss Federal Office of Energy
Belgian Story
Brussels, September 7, 2012
Norwegian Energy Story
Workshop IEA DSM Task 24, 15.10.2013
demand-side
The New Zealand energy
story ^
Sea Rotmann and Janet
Stephenson

35. subtask I
SubtaskPremise for Task XXIV
I - Helicopter Overview
•
•
•
•
13
Inventory of experts
‘Translation tool’ to
translate theory to be
useful by practitioners
Overview of definitions
Overview of models and
theories of change used
in case studies in 4
domains

36. subtask I -
SubtaskPremise for Task XXIV
I - Helicopter Overview
Overview of definitions
http://www.slideshare.net/drsea/definitions-for-task-24
14

37. subtask I -
Overview of models,Overview and
SubtaskPremise for Task XXIV
I - Helicopter disciplines
frameworks
https://www.youtube.com/watch?v=DOTkdA97Woo&feature=c4-overview&list=UU_p3PlWDpLyDBh8TwUBmVHQ
15

38. feedback from
Subtasks of Task XXIV
workshops
owards a multiple models approach
wrong, but some of
George E.P. Box
(1979)

39. worked-examplesXXIVTask 24
Premise for Task in
Subtask I Helicopter Overview
Case studies collected for IEA DSM Task 24 in transport, building retrofits, SMEs and smart metering Note: Blue boxes denote government-led policies and programmes, green boxes
denote business, research or community-led programmes and pilots
Domain/Country Netherlands
Cases and used
theories/models
Smart Metering/ Jouw Energie Moment
Feedback
Theories/Models used:
Expectancy Value
Theory
Design with Intent
Interpretation for
sustainable behaviour
New Zealand
Switzerland
Italy
Austria
Responses to Time Varying
Prices for Electricity (Otago
Uni)
Smart Metering Zurich Pilot
EWZ and EKZ
Time of Use Tariff
Die Energiejagd Demosteinkjer
Theories/Models:
Classical Economics
Theories/Models: Theories/Models: Theories/Models:
Shared learning, Theory of Planned Constructivist
Social Norming, Behaviour
Learning Theory
freezing/
Shared learning
unfreezing
Theories/Model used:
Theories/Model used: Classical behavioural economics and
Economics and marketing
social norms/comparisons
Smart Metering EKT Dietikon
Norway
Sweden
Belgium
Other countries
Rettie, Ruth CHARM
Clockwise
UK
Spain (Juan Pablo
Garçia): VERDIEM
Theories/Models used:
social norms approach Theories/Models:
practice theory
Classical Economics
!CO2
Management
Theories/Model used:
behavioural model of residential
energy use by Raaij & Verhallen
behavioural economics and
social norms/comparisons
Munx Repower website
Portugal (Joane
Abreu): Smart meter
feedback in North
Theories/Models:
Classical
Economics
Theories: Nudge,
classical economics,
moments of change
US (Michela
Beltracchi):
Opower feedback
programme
Theories/Model used:
behavioural economics, social
norming
Retrofitting
Blok voor Blok aanpak, Warm Up New Zealand: Heat
retrofitting programme Smart
Swiss Building Retrofit
Program
Theories/models used: Theories/Models used: social
Behavioural economics marketing; social norms;
classical economic; TPB
Models: Cialdini’s
Social Norming
Retrofitting of
Myhrenenga
Housing
Models: Classical Economics
Theories: TPB
Building retrofits
Theories: Shared
Learning
2000 Watts Society (housing)
SMEs
De Groene Daad
Theory/model used:
Nudge
Mobility
EECA SME Crown Loans
Scheme
Models: Ethics, long-term
visioning
Energy-Model and SME-Model
from (EnAW)
Finnfjord
Theories:
Leadership
Theory/model used: originally
Theories/Models used:
based on TPB; changed to social Classical Economics
learning and social norm
Social norm
theories
Energy Cultures SMEs pilot
Model used: Energy Cultures
Het Nieuwe Rijden (the Active a2b
New Driving)
Theory/models used: Norm
Theories and models
Activation Theory
used: Psychology: Henry Elaboration Likelihood Model
A Murray (1938) and the Stern’s Principles for Intervening
acceptability/availability Triandis TIB
model of behaviour by Lewin’s Unfreezing/Refreezing
Rose (1990).
McKenzie-Mohr
NZ Post Transport Driver
behaviour training
Theory/models used: Value
Action Gap Theory
2000 Watt on mobility
Model: Nudge
Electric vehicles Stockholm
Nobil
congestion tax
Fuel consumption of newly
purchased cars
17
Chatterton & Wilson
Framework
Theories/Models Models: activity
used: TPB
based models
Models: Ethics, long-term
visioning
Theory of Planned Behaviour
(TPB) and Norm-Activation
Model (NAM)
Build4Change
Kevin Luten
UrbanTrans (Australia)
Combining
Transport behaviour
individualistic (eg
change based on BJ
Triandis) and societal Fogg
(Practice theory)
approaches to help UK
policymakers

40. THE for Task XXIV
Premise MONSTER
Subtask I - Helicopter Overview
18

41. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
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
19

42. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
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
Storytelling is a means for sharing and interpreting
experiences. Stories are universal in that they can
bridge cultural, linguistic, and age-related divides.
Human knowledge is based on stories and the human
brain consists of cognitive machinery necessary to
understand, remember, and tell stories. Stories mirror
human thought as we think in narrative structures
and often remember facts in story form.
19

43. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
Facts can be understood as smaller versions of a
larger story, thus storytelling can supplement
analytical thinking.
20

44. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
Facts can be understood as smaller versions of a
larger story, thus storytelling can supplement
analytical thinking.
3 ways of telling the stories:
20

45. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
Facts can be understood as smaller versions of a
larger story, thus storytelling can supplement
analytical thinking.
3 ways of telling the stories:
1. The cases fall into story groupings: hero stories,
love stories, horror stories, learning stories...
20

46. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
Facts can be understood as smaller versions of a
larger story, thus storytelling can supplement
analytical thinking.
3 ways of telling the stories:
1. The cases fall into story groupings: hero stories,
love stories, horror stories, learning stories...
2. The models and theories used in the cases tell their
own story from the implementer’s or end user
perspective
20

47. Storytelling
Premise for Task XXIV
Subtask I - Helicopter Overview
Facts can be understood as smaller versions of a
larger story, thus storytelling can supplement
analytical thinking.
3 ways of telling the stories:
1. The cases fall into story groupings: hero stories,
love stories, horror stories, learning stories...
2. The models and theories used in the cases tell their
own story from the implementer’s or end user
perspective
3. Each case can be told as a short story
20

48. A Kiwi hero story
21

49. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
21

50. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
21

51. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
21

52. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
21

53. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
But then...they realised that a lot of the drivers didn’t like being told what
to do! !
21

54. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
But then...they realised that a lot of the drivers didn’t like being told what
to do! !
Because of that... they very cleverly used their most respected
contractors to become trainers of the other drivers and made it all about
being good business sense.!
21

55. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
But then...they realised that a lot of the drivers didn’t like being told what
to do! !
Because of that... they very cleverly used their most respected
contractors to become trainers of the other drivers and made it all about
being good business sense.!
So, finally... They took them on test drives and showed them that they
could save between 5-40% of their fuel just by changing simple behaviours.
21

56. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
But then...they realised that a lot of the drivers didn’t like being told what
to do! !
Because of that... they very cleverly used their most respected
contractors to become trainers of the other drivers and made it all about
being good business sense.!
So, finally... They took them on test drives and showed them that they
could save between 5-40% of their fuel just by changing simple behaviours.
And, ever since then...there was an overall, ongoing reduction in fuel
consumption of 5% among the drivers that have taken part in the
programme. The end.
21

57. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
But then...they realised that a lot of the drivers didn’t like being told what
to do! !
Because of that... they very cleverly used their most respected
contractors to become trainers of the other drivers and made it all about
being good business sense.!
So, finally... They took them on test drives and showed them that they
could save between 5-40% of their fuel just by changing simple behaviours.
And, ever since then...there was an overall, ongoing reduction in fuel
consumption of 5% among the drivers that have taken part in the
programme. The end.
21

58. A Kiwi hero story
Once upon a time... there was a great, big organisation that was
delivering mail and parcels all over New Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving thousands of km to
deliver these parcels to grateful Kiwis.
But, one day...NZ Post realised that it was spending way too much money
on fuel and that its drivers weren’t being as efficient and safe as they could
be.
Because of that...they decided to start a fuel efficient driver training
programme, in order to teach their contractors to drive more efficiently
(and safely).
But then...they realised that a lot of the drivers didn’t like being told what
to do! !
Because of that... they very cleverly used their most respected
contractors to become trainers of the other drivers and made it all about
being good business sense.!
So, finally... They took them on test drives and showed them that they
could save between 5-40% of their fuel just by changing simple behaviours.
And, ever since then...there was an overall, ongoing reduction in fuel
consumption of 5% among the drivers that have taken part in the
programme. The end.
21

59. A NZ hero story
The New Zealand Post driver training programme
The Swedish Congestion
Pilot28
22

60. A NZ hero story
Once upon a time... there was a great, big organisation that was delivering mail and parcels all over New
Zealand, called New Zealand Post.
Every day...100s of courier drivers were driving 13million kms every year to deliver these parcels to Kiwis.
But, one day...NZ Post realised that it was spending way too much money on fuel and that its drivers weren’t
being as efficient as they could be.
Because of that...they decided to start a fuel efficient driver training programme, in order to teach their
contractors to drive more efficiently (and safely).
But then...they realised that a lot of the drivers didn’t like being told what to do!
Because of that... they very cleverly used their most respected contractors to become trainers of the other
drivers and made it all about being good business sense.
So, finally... They took them on test drives and showed them that they could save between 5-40% of their fuel
just by changing simple behaviours.
And, ever since then...there was an overall, ongoing reduction in fuel consumption of 5% among the drivers
that have taken part in the programme. The end.
The New Zealand Post Driver Training programme in a tweet
The New Zealand Post driver training programme
The Swedish Congestion
Pilot28
22

61. Neoclassical economics
retrofitting
Several of our Retrofitting cases informed
by neoclassical economics: money and
information
http://www.contemporaryartdaily.com/wp-content/uploads/2012/02/2.jpg
http://pinterest.com/kyrpersa/homo-economicus/
23

62. The story of neoclassical
economics and retrofitting
Money makes the world go round
You need to change your home’s energy use and we will help you by paying
(part of) its retrofitting
By the way, you need to pay up first and it might take a while before we pay
you back
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 and that’s it!
If you do not understand the technology, just don’t touch the buttons…
You will save money for a nice weekend to the Bahamas
You only need to give us a bill from your installer, we probably won’t check
how much energy you actually saved
What counts for us is how many m2 are insulated, how many homes are
retrofitted or how much money is spent. Oh yes, and how many kWh are
saved of course!
We will do the number crunching, don't worry, we do not need to know
what you actually saved, we will use models to calculate all energy savings
But if you want to know how much energy you saved, buy a metering device.
24

63. Behavioural economics
retrofitting
Several of our
Retrofitting cases
informed by
behavioural
economics
enayetkabir.blogspot.com
greenbookblog.com
25

64. The story of behavioural
economics & retrofitting
Money still makes the world go round
By the way, you still need to pay up first and it might take a while before we pay you
back
The info we need from you will teach you all you need to know
You have many choices but we will design choice architecture to ensure you make
the right one to retrofit your home
You only need, not only for yourself but for the sake of all, to make a one-off
decision to invest
And to do so, we have the money, technology you need and we will design rules,
regulations, institutions, or infrastructure that will nudge you in the right direction
You will save money, or the environment or whatever matters to you
You only need to give us a bill from your installer, we won’t check how much actual
energy was saved
What counts for us is how many m2 are insulated, how many homes are retrofitted
or how much money is spent. Oh yes, and how many kWh are saved of course!
We will do the number crunching, don't worry, we do not need to know what you
actually saved, we will use models to calculate all energy savings
But if you want to know how much energy, CO2, trees or polar bears you saved,
buy a metering device
26

65. The story of behavioural
economics & retrofitting
Money still makes the world go round
By the way, you still need to pay up first and it might take a while before we pay you
back
The info we need from you will teach you all you need to know
You have many choices but we will design choice architecture to ensure you make
the right one to retrofit your home
You only need, not only for yourself but for the sake of all, to make a one-off
decision to invest
And to do so, we have the money, technology you need and we will design rules,
regulations, institutions, or infrastructure that will nudge you in the right direction
You will save money, or the environment or whatever matters to you
You only need to give us a bill from your installer, we won’t check how much actual
energy was saved
What counts for us is how many m2 are insulated, how many homes are retrofitted
or how much money is spent. Oh yes, and how many kWh are saved of course!
We will do the number crunching, don't worry, we do not need to know what you
actually saved, we will use models to calculate all energy savings
But if you want to know how much energy, CO2, trees or polar bears you saved,
buy a metering device
26

66. What can we learn?
They do well within what they intend to do
•
•
•
•
•
•
•
The programmes are relatively easy to evaluate in quantitative terms and
often show really 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…
But if we want to tell a learning story:
•
•
•
•
•
•
•
•
•
One-off programmes, no continuity after insulation
Paradox: demand for information! And a lot of pre-financing required…
Only financial and technological tailoring
Hardly any flexibility or end user participation
Only fostering self-interested, extrinsic motivations (money)
Technocratic and policy-driven approach
Not focused on changing energy use patterns (routine behaviour)
Danger of rebound
And: will this really change the building sector or market long term?
27

67. Systemic approaches and
retrofitting
blogs.scientificamerican.com!!
28

68. Systemic approaches and
retrofitting
Together we will make the world go round
You embody what we need to know and change: do, feel, learn
We will help you understand and use the technology, and train those that install and
sell it to you
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
or bathroom!
Your life will change
It's all about us now, and our grandchildren
Quality matters and we will keep learning and sharing
If we need to be flexible we will
This is only the start of a long way and your home is 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 collectively want to!
29

69. What can we learn?
The storyline certainly appeals to many and acknowledges the social
and inter-related elements of practices
And these approaches are often experienced as successful by those
who are participating
Important additional elements to highlight:
1. Focus on creating trusted messengers and market parties (audits,
certification schemes, quality standards, energy labeling, provider
training etc)
2. More focus on institutional capacity building
3. Targeting needs central: also non-energy!
4. More pre-scoping to understand what and why of behaviour
But if we want to tell a learning story:
•
•
•
•
•
These types of interventions are very complex with many partners
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
The flexibility of changing goals, aims and interrelatedness of issues etc makes
it difficult to evaluate
30

70. Recommendations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
It’s not only about the houses, but first and foremost about the people who live there. Involve, engage and
target multiple members of a social group, at the collective level, not only at the level of the individual.
FOCUS ON THE SOCIAL SIDE.
Focus on both investment and habitual behaviour to avoid bad and unnecessary rebound effects. IT’S NOT
JUST WHAT WE BUY, IT’S WHAT WE DO.
Use insulation as a gateway, not a one-off change. CHANGE LIFESTYLES NOT LIGHTBULBS.
Beware if only the supply side or the implementer of the intervention seems to benefit. THINK OF THE
BENEFITS FOR THE END USER AS WELL.
Trusted messengers are everything. FOCUS YOUR MESSAGING.
When targeting the individual need for money and financial support, do not ask for prefinancing. PAY THE
SUBSIDY UPFRONT AND DON’T ASK FOR TOO MUCH UPFRONT INFORMATION FROM END USERS.
Tailor to your end users’ needs which may not be about kWh savings. Cooperate widely and make it about
more than money. USE A TOOLBOX OF INTERVENTIONS AND GO BEYOND kWh TARGETS.
Pre-scope to find out what is most important to end users. IF YOU KNOW WHAT THEY WANT, MAKE
SURE YOU TRY AND GET IT FOR THEM.
People don’t live according to sectoral divisions, even people in a household have different needs and habits.
DON’T BOX PEOPLE IN TOO MUCH.
It should not be left to the individual to buy and install metering devices to meter the actual impact of
retrofitting. BENCHMARK YOUR HEART OUT, MEASURE, NOT MODEL.
'Decliners' or opt-out households are potentially as valuable to survey as those engaged. LEARN FROM THE
UNWILLING.
31
•

71. evaluation metrics:
SubtaskPremise for Task XXIV
I - Helicopter Overview
retrofitting
Conventional monitoring of retrofitting success
·
Total area of insulated building parts (windows, walls, ceilings,
…),
More systemic monitoring of retrofitting success
•
all of the issues listed left, plus:
•
changes in room temperature
•
humidity
·
Type of retrofit investment, type of heating system (c.f. “unit of
analysis“).
·
Area and type of insulated building parts (windows, walls,
ceilings, …)
•
wellbeing
•
trust
·
Type of heating system installed/replaced
•
number of third parties involved
·
Type of building
•
actual reduction in energy consumption
·
Reduction of CO2-emissions (calculated from type of heating
system and type of insulation and expected calculated reduced
demand for heat)
•
social cohesion
•
satisfaction of residents
·
Costs of measure (euro or other coin per saved ton of CO2)
•
opinion of residents
·
Total number of houses renovated.
•
sensitivity to (other) energy efficiency measures
•
comfort level
•
reduction in doctor visits
•
improvement in health, decrease asthma and respiratory
diseases
•
number of jobs created
•
quality of industry before and after
•
creation of standards
•
days off school
•
sick days
•
mental health/domestic violence reduction
32

72. the stories of Task XXIV
the 4 domains
SubtaskPremise for
I - Helicopter Overview
The funders of Task 24 chose 4 main domains to analyse:
1. TRANSPORT
2. BUILDING RETROFITS
3. SMART METERS/FEEDBACK
4. SMEs
33

73. the stories of Task XXIV
the 4 domains
SubtaskPremise for
I - Helicopter Overview
The funders of Task 24 chose 4 main domains to analyse:
1. TRANSPORT
2. BUILDING RETROFITS
3. SMART METERS/FEEDBACK
4. SMEs
Each tell their own story, for example:
33

74. the stories of Task XXIV
the 4 domains
SubtaskPremise for
I - Helicopter Overview
The funders of Task 24 chose 4 main domains to analyse:
1. TRANSPORT
2. BUILDING RETROFITS
3. SMART METERS/FEEDBACK
4. SMEs
Each tell their own story, for example:
•
driving is a very routine behaviour, with built-in capacity for adaptation/
adoption to new cars/routes/traffic
33

75. the stories of Task XXIV
the 4 domains
SubtaskPremise for
I - Helicopter Overview
The funders of Task 24 chose 4 main domains to analyse:
1. TRANSPORT
2. BUILDING RETROFITS
3. SMART METERS/FEEDBACK
4. SMEs
Each tell their own story, for example:
•
•
driving is a very routine behaviour, with built-in capacity for adaptation/
adoption to new cars/routes/traffic
retrofitting-related behaviour deals with investment decisions at the planning
stage where unappealing new behaviours can be quickly rejected or even
result in cancelling a planned action
33

76. the stories of Task XXIV
the 4 domains
SubtaskPremise for
I - Helicopter Overview
The funders of Task 24 chose 4 main domains to analyse:
1. TRANSPORT
2. BUILDING RETROFITS
3. SMART METERS/FEEDBACK
4. SMEs
Each tell their own story, for example:
•
•
•
driving is a very routine behaviour, with built-in capacity for adaptation/
adoption to new cars/routes/traffic
retrofitting-related behaviour deals with investment decisions at the planning
stage where unappealing new behaviours can be quickly rejected or even
result in cancelling a planned action
smart metering cases demonstrate that this domain deals with an entirely
new behaviour, presenting opportunities for impact through training but also
almost no existing behavioural context to use as a starting point
33

77. the stories of Task XXIV
the 4 domains
SubtaskPremise for
I - Helicopter Overview
The funders of Task 24 chose 4 main domains to analyse:
1. TRANSPORT
2. BUILDING RETROFITS
3. SMART METERS/FEEDBACK
4. SMEs
Each tell their own story, for example:
•
•
•
•
driving is a very routine behaviour, with built-in capacity for adaptation/
adoption to new cars/routes/traffic
retrofitting-related behaviour deals with investment decisions at the planning
stage where unappealing new behaviours can be quickly rejected or even
result in cancelling a planned action
smart metering cases demonstrate that this domain deals with an entirely
new behaviour, presenting opportunities for impact through training but also
almost no existing behavioural context to use as a starting point
And in the case of SMEs many of the behaviours that need to change require
a lot of risk taking and senior leadership, with potentially big impacts on staff
and productivity.
33

78. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
34

79. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
34

80. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
• tailored to different (national, local, organisational,
domestic) levels;
34

81. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
• tailored to different (national, local, organisational,
domestic) levels;
• tailored at both the individual and societal level;
34

82. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
• tailored to different (national, local, organisational,
domestic) levels;
• tailored at both the individual and societal level;
• aiming at changing both the investment and habitual
behaviour;
34

83. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
• tailored to different (national, local, organisational,
domestic) levels;
• tailored at both the individual and societal level;
• aiming at changing both the investment and habitual
behaviour;
• targeting multiple motivations (not only economic
and informational ones);
34

84. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
• tailored to different (national, local, organisational,
domestic) levels;
• tailored at both the individual and societal 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; and
34

85. the best story for long-term
SubtaskPremise for Task XXIV
I - Helicopter Overview
success?
• a mix of interventions that are
• tailored to different (national, local, organisational,
domestic) levels;
• tailored at both the individual and societal 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; and
• focusing on the lifestyle in which energy is key to
performing functions.
34

86. TypesPremise for Task retrofitting
ofHelicopter Overview
stories: XXIV
Subtask I -
35

87. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
I-
36

88. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce upon a time... there was a beautiful country called New Zealand,which
had very cold, damp houses.
36

89. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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.
36

90. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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.
36

91. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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.
36

92. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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!
36

93. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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.!
36

94. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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 of the programme 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.
36

95. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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 of the programme 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.
36

96. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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 of the programme 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.
36

97. WarmHelicopter Overview
Up NewXXIV
Zealand
SubtaskPremise for Task
IOnce 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 of the programme 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.
36

98. example: insulation subsidies
But over the ditch, it got more serious...

99. example: insulation subsidies
But over the ditch, it got more serious...

100. example: insulation subsidies
But over the ditch, it got more serious...

101. Smart meter fears
SubtaskPremise for Task XXIV
I - Helicopter Overview
38

102. Smart meter fears
SubtaskPremise for Task XXIV
I - Helicopter Overview
38

103. Smart meter fears
SubtaskPremise for Task XXIV
I - Helicopter Overview
38

104. Smart meter fears
SubtaskPremise for Task XXIV
I - Helicopter Overview
38

105. Smart meter fears
SubtaskPremise for Task XXIV
I - Helicopter Overview
38

106. SubtaskPremise for Task XXIV
I - Helicopter Overview
Once upon a time... Households all over Europe were very energy inefficient. Austria
was slightly better than some other countries but people still liked to have 23C inside their
flats even when it was -20C outside.
Every day... Clever policymakers were trying to come up with new ways to make people
more energy efficient.
But, one day... The European Commission’s Intelligent Energy Europe programme had a
great idea and funded an ‘Energy Hunt’ programme where neighbourhoods from 16
countries all over Europe were pitted against their City Council with the goal to save 9%
energy.
Because of that... 8 Styrian cities took part in this programme for Austria, with 35
neighbourhoods participating in the ‘hunt’.
But then! They realised that it was quite difficult to get people to monitor their own
energy consumption, as this project was done without clever smart meter technology. So
they needed to find the early adopters and make them into ‘Energy Masters’ who were
leading the other households in the neighbourhood in the competition and made sure that
they were monitoring their consumption.
So, finally... they realised that bringing people together in a group with a common goal
and a strong social learning component inspired them to save quite a lot of energy - up to
26% in the winning household! 20 households saved more than the 9% that was their bet
against the city.
And, ever since then... some energy saving habits that were learned during the
competition are still embedded in the households as are some of the friendships made
39
during the hunt. The end.

107. Austria -
for Task Management
SubtaskPremise vs !CO2XXIV
I - Helicopter Overview
Die Energiejagd
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
40

108. Austria -
for Task Management
SubtaskPremise vs !CO2XXIV
I - Helicopter Overview
Die Energiejagd
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
40

109. Austria -
for Task Management
SubtaskPremise vs !CO2XXIV
I - Helicopter Overview
Die Energiejagd
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
40

110. want to hear/read more
Subtasks of Task XXIV
of our stories?
to join the expert platform:
drsea@orcon.net.nz

111. Subtasks extension?
why an of Task XXIV
The 200+ stakeholders now committed to Task 24
participate because of three main reasons:
1. Great opportunities to share knowledge and
learnings, to network and to position themselves
2. Acknowledged shortcomings of current DSM pilots
and programmes that could benefit from findings and
shared learnings from Task 24
3. Opportunities to work with the policymaking level
when it comes to applying learnings from research to
the design, implementation and evaluation of more
effective DSM-related policies and programmes.

112. Subtasks extension?
why an of Task XXIV
Because the human (behavioural) component is still in the ‘too
hard basket’, mainly because this is still the most difficult-toanswer question:
Why do people behave the way they do, when it is seemingly
not rational, costs them money and causes discomfort and even
bad health, when they say they are willing to do something but
act completely different, and (unnecessarily) waste energy and
resources despite being largely aware of the importance of
acting on global concerns such as climate change?

113. Subtasks of extension
content of Task XXIV
New Subtasks:
SUBTASK 6 - Who are the behaviour changers?
Subtask number
Start date or starting event:
6
Month 3
End date of Subtask
Subtask title
Month 12
National DSM Experts and Stakeholder Analysis
Activity Type
Networking, workshops, empirical analysis
Objectives
• Identify the most important stakeholders and experts working on DSM and/or (energy)
behaviour change in each participating country
• Collect detailed information on their specific expertise, organisations, past and current work including lists of reports and other references which will form a (inter)national repository of
most relevant DSM work in each country with links to available documentation.
• Develop national stakeholder dialogues in each participating country by holding (bi)annual
workshops and/or webinars (1-2 days per country per year)
• Foster mutual engagement, collaboration and shared learning amongst stakeholders
from different sectors
• Collect examples of successful matchmaking stories to illustrate benefits of shared
learning and collaboration among all stakeholder sectors and creating inspiring filmed interviews.
• NB: There will be international workshops every year where all the national experts will be
invited to

114. Subtasks of extension
content of Task XXIV
New Subtasks:
SUBTASK 7 - What do Behaviour Changers most need to change?
Subtask number
Start date or starting event:
End date of Subtask
Subtask title
Activity Type
7
Month 6
Month 18
Top DSM Issues per Participating Country
Workshops, empirical analysis
Objectives
• Building on work from Subtasks 2 and 4, develop lists of top 3 DSM issues per country
(with country experts identified in Subtask 6)
• Review current approaches, nationally and internationally, on these top issues and provide case
study examples that could illuminate some of the issues (based on work in Subtask 1 and 2)
•Feed these cases, and the ones analysed in Subtask 1 and 2 into a broad decisionmaking tool
(Subtask 8)
• Develop a country-specific list, together with country experts, of top 20 efficiency and
conservation behaviours and their approximate potential in shifting or decreasing load
(similar to what Gardner & Stern have done in the US) and tailored DSM approaches to achieve
actual change on these behaviours for different lifestyle segments. This will help chose which top
DSM issue should be addressed in each country in Subtask 9.

116. Subtasks of extension
content of Task XXIV
New Subtasks:
SUBTASK 8 - What tool do Behaviour Changers need?
Subtask number
Start date or starting event:
8
Month 12
End date of subtask
Subtask title
Activity Type
Month 24
Decisionmaking tool for Behaviour Changers
Software, online application
Objectives
• Build a decisionmaking tree from 100+ cases collected in Subtasks 1, 2 and 7. Following the
decisiontree process using similar questions as shown above (probably with a multiple choice
option), the tool will remove all case studies that do not pertain to the Behaviour Changers’
specific sector, needs and type of inqiry and leave only the cases that are relevant to
them.
•We will then aspire to perform a summary of recommendations giving specific examples of
dos and don’ts and connect the Behaviour Changer with other Behaviour Changers that have
successfully undertaken similar work.
•This could potentially take the form of an online game or an App.

117. Questionsquestions
for a decisionThe for Task XXIV
SubtaskPremise
I - Helicopter Overview
making tool
For example:
• What behaviour do you want to change?
• Why?
• Who’s the target for the behaviour change?
• Where do they behave like that normally?
• How do you think you can change it?
• Why would you go about it like that?
• When do you need to get it done by?
• How do you measure success?
• How will you get these measurements?
• How much $ do you have/need?
• How many people are you hoping to change?
• How long will the effects of the change last?
48

118. Subtasks of extension
content of Task XXIV
New Subtasks:
Subtask 9 - How to change the Behaviour Changers?
Subtask number
9
Start date or starting event:
Month 12
End date of subtask
Month 30
Subtask title
Training Sessions for Behaviour Changers in Participating
Countries
Training, support
Activity Type
Objectives
• Building on the national expert groups identified in Subtask 6, develop training sessions (6
days per country, 3 initial training days with 3 days set aside for assistance during design,
implementation and evaluation of new approaches - Subtask 10) focusing on interdisciplinary
understanding of different models of understanding behaviour and their applications
• Showcase the use of the decisionmaking tool (Subtask 8) and apply it to specific needs and
current problems of the national Behaviour Changers
• Building on the top national needs established in Subtask 7, work with Behaviour Changers to
develop policies, programmes or pilots based on their improved understanding OR
• Assist Behaviour Changers analyse, evaluate and iterate a current programme or
policy of their choosing - this includes analysing the country-specific policy on DSM and
behaviour change and the associated policy practices

119. Subtasks of extension
content of Task XXIV
New Subtasks:
(Voluntary) Subtask 10: Implementation, Evaluation, Iteration
Subtask number
10
Start date or starting event:
Month 18
End date of Subtask
Month 36
Subtask title
Implementation, Evaluation, Iteration of Pilots,
Programmes or Policies designed in Subtask 9
Activity Type
Support, empirical analysis
Objectives
• Provide continual assistance during implementation and evaluation of these policies,
programmes or pilots in order to iterate them, if necessary
• Report-back outcomes from each country’s intervention and develop shared learning
platform.