The Dragons of Inaction: Why We Do Less Than We Should, and How We Can Overcome
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1 The Dragons of Inaction: Why We Do Less Than We Should, and How We Can Overcome Robert Gifford Professor Department of Psychology and School of Environmental Studies University of Victoria Queensland University of Technology July 16, 2010
2 The Problem Climate change inarguably is anthropogenic in part.
3 Commons Dilemmas Social Dilemmas: Public Goods Problems
4 What Causes This? Various structural influences, including Geophysical factors (Live in Canada without heat?) Economic factors (Marketing, advertising) Technological factors (My ride is so comfy!) Infrastructure problems (Ride a bike in traffic?)
5 Psychological Factors But also psychological factors, broadly: --Intrapersonal factors (personality, values, attitudes, skill, aspirations) --Interpersonal relations (social comparison, trust, friendship, norms, etc.) --Decision-making: Each one of us, everyday, citizen or CEO, makes choices every day, and these choices matter in the aggregate
6 Ajzen s Theory of Planned Behaviour
7 Stern s VBN Model
8 The Simple Form of the General Model Geophysical Context Governance Context Motivation and Cognition Technology The Dilemma Interpersonal Context Decision Strategies Outcomes for Person (and Significant Others) Outcomes for Resource (and Society)
9 The Full Version of the General Model
10 FISH 3.1: A Microworld for Labs
11 Sample Output from FISH 3.1
12 The APA Climate Change Report Read it all here
13 What to Do? (These are from various websites)
14 Unfortunately Man (sic) is not a rational animal, he is a rationalizing animal. Robert Heinlein in Assignment in Eternity (1953) (Did you think Leon Festinger invented this idea? Festinger, L. (1957). A theory of cognitive dissonance. Stanford, CA: Stanford University Press.)
15 We Don t Do (All) That We Should (Not even all that we ourselves think we should!) (Me too!) Why not? This is the key question The 7 Dragons of Non-Sustainability
16 Seven Dragon Genera (incorporating 29 species in all) Limited Cognition Ideologies Other People Sunk Costs Discredence Perceived Risks Limited Behaviour
17 Limited Cognition Ancient Brain Ignorance Numbness Uncertainty Discounting Optimism Bias Lack of Perceived Control
18 Ideologies Political Worldviews System Justification Suprahuman Powers Technosalvation
19 Other People Social Comparison Social Norms Perceived Inequity
20 Sunk Costs Financial Investments Behavioural Momentum Conflicting Goals and Aspirations
21 Perceived Risks Social Psychological Financial Functional Physical Temporal
22 Discredence Perceived Program Inadequacy Mistrust Reactance Denial
23 Limited Behaviour Tokenism Rebound Effect
24 Psychology s Role It can contribute in at least five ways
25 Five Ways to Slay Dragons: 1 Develop understanding of impactful behaviours What exactly do people do? Which are the most impactful acts? Learn variations in the rate of these actions Learn what are the antecedents of these actions
26 Five Ways to Slay Dragons: 2 Develop and evaluate interventions Test information campaigns Explore most effective forms of communication Human factors for making good choices attractive
27 Five Ways to Slay Dragons: 3 Work together with other disciplines Better energy-use meters but feedback issues Zero-energy buildings, but occupant misuse Green communities, but real participation?
28 Five Ways to Slay Dragons: 4 Make climate change now (because it is) -- Community-based diffusion -- Facilitate amateur scientists -- Develop social networks
29 Five Ways to Slay Dragons: 5 Join in the policy development process -- Not at the table = Not in the policy -- Choose your comfort level: organizational, neighbourhood, municipal, regional, state/provincial, federal but do get involved
30 One Size (Policy) Does Not Fit All Which unsustainable behaviour? In terms of sectors: Energy, transport, goods, and food Which segment of the population? Traditional consumer segments age, education, etc. Which dragon (barrier)? 29 different psychological barriers (although structural barriers also need attention) An important challenge for effective policy
31 To maximize mitigation, policies and practices should be designed and targeted
32 Thank you for your attention! Questions now? Here I am Or questions later? rgifford@uvic.ca
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