Behavior Change and Organizational Sustainability: An Evidence-Based

Approach

Judith HeerwagenMichael Bloom

US General Services AdministrationOffice of Federal High Performance Green Buildings

June 25, 2012

The Context for ChangeEveryday behaviors of occupants and organizations play a significant role in achieving Federal sustainability goals…a role that is largely overlooked by agencies.

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Learning Objectives Identify how the behavior of many people in many

roles influences building operational performance Learn basic principles and key methods for

behavioral change Create a systems-level approach to organizational

change for sustainability

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Open the door andsee all the people…..

BuildingOperator – Tracks, adjusts conditions

Managers– set performance standards & training

Decision makers set the mission & goals

Workers Have different comfort preferences and work styles.

Purchasing/contractsMakes purchasingdecisions

IT person - sets default conditionsand IDs technology opportunities

Many people, many roles.

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What do we know now?

How occupants and work practices influence building performance

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Under floor air vent cover

Workers adjust conditioning technologies.

(Heerwagen et al, 1993. Post occupancy evaluation of seven Energy Edge Buildings, US DOE Report; Van Den Wymelberg, 2012, Doctoral Dissertation, University of Washington.

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They add energy consuming devices and leave lights and computers on when away from their workspaces..

Personal printerCoffee maker

Personal lamp

Radio

Light on

Computer on

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(Metzger et al, 2011. Plug load behavioral change demonstration project, National Renewable Energy Laboratory; Ecos, Inc.2008. Office Plug Load Field Monitoring Report)

They spend much of their time working away from their workstations.

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This is the reality: where is everyone?

Observational Study of Federal Office Buildings

31% at desk

32% elsewhere

37% space not being used

Yet, building operators condition the space for full occupancy and IT provides a desktop computer and peripheral technologies for all – even when occupancy levels are low.How do we create more sustainable ways of working, operating the building, and provisioning space?

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APPROACH: Use evidence-based principles, apply diverse tools, and work at both structural and psychosocial levels.

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Psychosocial – changes in individual and group behavior using multiple, validated methods and tools

Structural – systems-based change to support organizational mission and sustainability

A Framework and Tools for Individual and Group Behavioral Change

Behavior Change = Motivation + Ability + “Trigger”Do you wantto change the behavior?

Are you able to?Do you havecontrol?

How tonudge behaviorIn the right direction?

What behavior?Whose?

BJ Fogg, Stanford University, Behavioral Change Model (www.behavioralmodel.org)

Behavior Motivators + Ability + “Trigger”Occupants/usersOperationsProcurementPolicy makers

Equipment useVehicle useBuilding conditionsPurchasingAlternative workSpace sharing

Social comparisonSocial reciprocityFeedback and goal settingChanging defaultsCommitmentContext changePolicy change

RewardsRecognitionCompetitionCollaborationUrgency/crisisPunishment

Time ReminderEffort RequestControl CueCost Context changeFamiliarity

Who?

What?

How?

A new environment offersOpportunity to changeHabits; an existing Environment acts againstHabit change because It triggers familiarbehaviors.

Key Behavioral Change ToolsInformation outreach – most used, least effective by itself

Feedback – highly valuable, can be varied & contextualized

Changing defaults – especially useful at organizational level

Commitment – builds on human need to belong and be loyal

Social norms – powerful way to elicit change; using social networks

Creating sense of urgency – strong motivator, but must be true

Changing habits –difficult, but potentially the most powerful

Changing roles and rules – longer term focus; many people involved

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Examples

• Feedback• Social norms• Habits

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Eco-Feedback

Motivator: Awareness of cumulative effects of behaviorAbility: Targets behaviors people can controlTrigger: Feedback on progress toward goals at the point of decision making

Fork counts bitesCard tracks budget goals

MIT Media Lab – feedback fork and credit card.

Dashboard feedback

• Motivation – reduced energy bills - Good evidence of energy reduction

• Ability – can change use patterns easily– But, problems with info

overload and loss of interest when novelty wears off

• Trigger – real time use of appliances

Graph from GoogleBlog. 2/9/2009, Power to the People.

Question for you: would you find the same results in a work setting?

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Feedback from on-line dashboard

Reducing Workstation Plug Loads: A field experiment using multiple methods

EPA Region 8 HeadquartersLEED Gold Building

What are plugs attached to?

Printers Coffee makersFansComputersSpeakersPhonesChargersRadiosClocks

126 study participants had 459 devices,Not counting computers and monitors.

Research overview for EPA plug load study

Target Behavior: turn off devices and equipment at workstation when awayMotivation: intrinsic motivation related to agency missionAbility: training on how to access dashboard, information on energy consumed by devicesTrigger: e-mail remindersOutcomes: Energy use under different experimental conditions; return on investment

Metzger et al, 2011. Plug load behavioral change demonstration project, National Renewable Energy Laboratory.

Results

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ExperimentalCondition

Reduction inEnergy use

Dollar savings/yr

Simple payback

Automatic turnoff 26% $3476 94 Yrs

Competition among pods 6% $991

Information only O% 0

Habits and Dual flush toilets at EPA, Region 8

Context

• Water use higher than expected • Decision to look more carefully at dual flush

toilets• Flow meters installed on several floors to test

use against model

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Signs told occupants how to use the dual flush toilets.

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Wynkoop 7th Floor Water Metering Pre-retrofitEvent occurrences by volume (gallons per event)

>2 gal events (Count)

1.4-2 gal per event (Count)

1-1.4 gal per event (Count)

<1 gal per event (Count)

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Wynkoop 7th Floor Water Metering Pre-retrofitEvent occurrences by volume (gallons per event)

>2 gal events (Count)

1.4-2 gal per event (Count)

1-1.4 gal per event (Count)

<1 gal per event (Count)

Lowest flow event much Less frequent.

Evidence showed that toilets were using more water than expected based on model.

THE PROBLEM:Habits are hard to change.

THE SOLUTION:Change the handle to fit the habit.

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Wynkoop 7th Floor Water Metering Post RetrofitEvent occurrences by volume (gallons per event)

>2 gal events (Count)

1.4-2 gal per event (Count)

1-1.4 gal per event (Count)

<1 gal per event (Count)

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Wynkoop 7th Floor Water Metering Post RetrofitEvent occurrences by volume (gallons per event)

>2 gal events (Count)

1.4-2 gal per event (Count)

1-1.4 gal per event (Count)

<1 gal per event (Count)

The Results: Greatly increased use of low flow flush.

Social Approaches to Behavioral Change

Our brains evolved as social calculators – can we use this embedded calculus to change behavior?

Using our need to belong to a tribe, to get ahead, and to reciprocate

• Social comparison – keeping up with the neighbors, fitting in

• Social competition – doing better than others, winning (the most highly used strategy)

• Social cooperation – working toward a mutually beneficial solution

• Reciprocity – little research – but would an internal “cap and trade” program work? – Bullitt Foundation Living Building

Organizational change and sustainability:Moving from change around specific behaviors to widespread, systemic change.

•Environmental Interventions •Systems based change to support mission

• Push sustainable practices beyond large mechanical systems & expert-led construction projects.

• Engage building tenants & occupants in the process of creating high-performance workplaces

• Capture & shape the net effect of everyday projects and behaviors that occur without the oversight of design & Workplace professionals

• Allow end-users to engage in experiential learning & problem solving regardless of their previous knowledge level

Creating healthful, productive workplaces requires us to:

Chicago Federal BuildingChanging Behavior with a Workplace Intervention

old space

Workplace goals

• Improve interior environmental quality for all• Re-focus employees on customer needs & support

Regional restructuring • Improve communication and collaboration• Shift culture from stove-pipes to cross-disciplinary

teaming for improved service delivery• Create a Model Workplace Solution for Customers• Maximize Flexibility - robust enough to accommodate

changes in headcount, composition of & working relationships between teams, & changes in technology

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Plan Analysis 36th floor │ open vs. enclosed

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post 36

15%

28%

25%

32%

open

core

closed

circulation

unclear wayfindingirregular space sizesrandom space distribution

workstation size: 45 - 64 sfoffice size: 122 - 200 sf

logical wayfindingregular space sizessymmetrical space distribution

workstation size: 64 sfoffice size: 115 sf

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pre 36

12%

30%

21%

37%

open

coreclosed

circulation

GLAZED OFFICESPERIMETER WORKSTATIONS

DRAWING REVIEW

Participation │change management

• Keep stakeholders, especially employees in the loop– Ask them what they need– In tension with Union Rules

• Show them what they are getting (Cannot be all sacrifice)• Hold regular talks with division representatives• Provide Instructions

– Explain Protocols– Insure proper use (ie Ergonomic furniture training)

Philosophy over checklists: We need to balance physical requirements with cultural sensitivity to create an environment conducive to the

spread of sustainable behavior and practices.

Ratings of collaborative behavior in new vs old space

The Vision: GSA Headquarters -1800 F Street

Transform the GSA headquarters building into a national model showcasing the very best ideals of innovation, sustainability, preservation, operational excellence and

workplace effectiveness.

OUR SHARED SPACEShared Occupancy

OUR SHARED SPACEShared Occupancy

CURRENT FUTURE

1800 F Transformation Vision Shifts Views on Workspace and People Processes

MY SPACEAssigned – Sole Occupancy

MY SPACEAssigned – Sole Occupancy

PRIVATE OFFICESPRIVATE OFFICES LIMITED ENCLOSED WORK SPACES – BASED ON FUNCTION

LIMITED ENCLOSED WORK SPACES – BASED ON FUNCTION

TRADITIONAL SPACE ASSIGNMENTTRADITIONAL SPACE ASSIGNMENT

ZONES WITH FLUID BOUNDARIES & COMMON SUPPORT

ZONES WITH FLUID BOUNDARIES & COMMON SUPPORT

MANAGING PROCESSMANAGING PROCESS MANAGING RESULTSMANAGING RESULTS

WORKING FACE TO FACEWORKING FACE TO FACE WORKING ANYWHEREWORKING ANYWHERE

Change Champion’s Mission is…

• To enroll and inspire your colleagues in the GSA transformation process.

• To model collaboration, resilience, and curiosity for your organization.

• To balance the challenge of the Transformation Process with the excitement and opportunities from new ways of working.

Change Champions tap into and strengthen the leadership competencies that all managers/supervisors are expected to bring, apply, and build upon as they advance at GSA…

Hone Your Leadership Competencies• Creativity &

Innovation• External

Awareness• Flexibility

• Resilience• Strategic

Thinking• Vision

• Conflict Mgmt• Leveraging

Diversity • Developing

Others• Team Building

• Accountability• Customer Service • Decisiveness • Entrepreneurship• Problem Solving • Technical Credibility

• Partnering • Political Savvy• Influencing/

Negotiating

• Financial Management

• Human Capital Management

• Technology Management

Change Champions are supported by an Agencywide Team

PBS

PBS

FASCO

CO

UNIONS

1800 F Transformation

Financing

People, Labor & Management

OUR WORK: transforming the way we

work

Technology

Communications

Building &

Workplace Design

Setting the Pace for the Transformation

Using best practices, demonstrating improvements, introducing innovations.

Using best practices, demonstrating improvements, introducing innovations.

Reaping the benefits of some early wins, developing more skills, and incorporating lessons learned to future practice

Reaping the benefits of some early wins, developing more skills, and incorporating lessons learned to future practice

Setting off on the Change Trip, initiating some practice, seeing what it feels like, making some course adjustments, and modifying your requirements

Setting off on the Change Trip, initiating some practice, seeing what it feels like, making some course adjustments, and modifying your requirements

Looking at your timeframe, and planning the route, according to your ‘transformation pace’

Looking at your timeframe, and planning the route, according to your ‘transformation pace’

Getting Going

Getting Confident

Getting Expert

Getting Prepared

Areas Impacted by the TransformationCommunicationPeoplePlace Work

The messaging used to inform and engage

Practicing the change:

- Establish ongoing forums for communication

-Facilitate team discussions

- Recognize and celebrate progress; motivate and inspire

-Encourage creativity, sharing, and support

Letting go of privately held information

The physical work environment

Practicing the change:

- Use low- or no-cost options to maximize space and promote work flexibilities

-Try different workspace configurations

- Repurpose private offices into common space or meeting rooms

Letting go of private offices and assigned

workspaces

Work behaviors and choices

Practicing the change:

- Increase flexible work modes (e.g. telework, desk sharing, hoteling, etc)

-Become proficient in the latest technology

-Establish relationships and build communities with dispersed colleagues

Letting go of traditional ways of

working

Business processes to manage the new ways

of working

Practicing the change:

-Give dynamic feedback on job performance

-Focus on results and performance

-Streamline existing processes that rely on face-to-face interaction

Letting go of our attachment to physical “stuff”

(printers, files, pen and ink signatures)

Guidance notes/tools for each activityMeasure results and feedback

• Virtual mtgs – skills bldg• Practice

• Mobile working trial 2• Event

• Packing party

• Proactive coaching/results

• Guest speakers• Seminars

• Virtual parties/breakfasts

• Happy hours (in person)

• Assess working differently (#28)

• Focus on customers

• Virtual mtgs – skills bldg• Practice

• Mobile working trial 2• Event

• Packing party

• Proactive coaching/results

• Guest speakers• Seminars

• Virtual parties/breakfasts

• Happy hours (in person)

• Assess working differently (#28)

• Focus on customers

• Virtual mtgs – open practice• Brown bag

• Mobile working debrief• Brown bag

• Declutter contest• Team

• Technology 201

Giving regular feedback• Brown bag• Manager coaching

session101 tips for energy behaviors

Tiger Team

Networking in a mobile world

• Tips and tricks

• Assess working differently (#28)

• Focus on process

• Virtual mtgs – open practice• Brown bag

• Mobile working debrief• Brown bag

• Declutter contest• Team

• Technology 201

Giving regular feedback• Brown bag• Manager coaching

session101 tips for energy behaviors

Tiger Team

Networking in a mobile world

• Tips and tricks

• Assess working differently (#28)

• Focus on process

• Virtual mtgs 201• Brown bag

• Mobile working trial period

• Event/tracking• Paper purge

• Expectations – getting and setting

• Staying connected• Tips/tricks

• Virtual mtgs 201• Brown bag

• Mobile working trial period

• Event/tracking• Paper purge

• Expectations – getting and setting

• Staying connected• Tips/tricks

• Virtual Mtgs101• Brown bag

• Mobile working checklist• Checklist/brown bag

• Evaluate use of paper• Filing education

• Checklist/seminar

• Expectations – getting and setting

• Energy quiz• Tiger Team

• Staying connected• Tips/tricks

• Virtual Mtgs101• Brown bag

• Mobile working checklist• Checklist/brown bag

• Evaluate use of paper• Filing education

• Checklist/seminar

• Expectations – getting and setting

• Energy quiz• Tiger Team

• Staying connected• Tips/tricks

Getting Going

Getting Confident

Getting Expert

Getting Prepared

Guidance notes/tools for each activityMeasure results and feedback

The Toolkit

Helping the People, Place, and Work transformation

1800F Transformation: Phone Pilot • In order to better understand how we work, the 1800 F Transformation

Team recruited nearly 200 employees to participate in a telephone pilot.

• Participants turned in their desk phones on April 10, 2012. Then, for the next 30 days, all phone calls were made using a selected set of tools.

• Tested the impact of transforming from a traditional desk phone to using other available technologies, such as their mobile devices, the Cisco IP Communicator soft phone, or Internet based tools.

• Participants had the opportunity to learn and experience an alternative method to conduct day-to-day telephone functions, and helped the 1800 F Transformation Team better understand employees’ needs.

• The team collected feedback along the way and at the end of the pilot. Summary results for discussion are captured here.

• More info available at: https://gsa.my.salesforce.com/_ui/core/chatter/groups/GroupProfilePage?g=0F9300000001Icn

We have to balance…

We can be confident …

Key messages to use in our communications

Sustainability Engagement & Performance Index

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Why a Sustainability Performance Measure? •Federal sustainability mandates (Compliance)•Our own sustainability goals (Leadership, Reputation)•Shaping a service offering (Business, Filling Customer Demand)•Reducing Federal Government’s footprint (Catalyst, Integrator)•Engaging our people and Embedding Sustainability (Culture and World Changing)

Engagement Goal

• Engage and enable all GSA employees to implement sustainable practices in service of their organizational missions.

•Motivate managers to embed sustainability within their organizations by pursuing paths of their choice to shared goals.

•Support these efforts by granting organizations access to the resources they require and by building and testing a way to track and measure individual and organizational progress towards ZEF.

Engagement Exercise

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What: 60 Minute Engagement with Division X

Who: Division Manager and Employees + Facilitator + Recorder

Questions:

1) How do you define sustainability? (Gather Baseline Knowledge. Facilitator Supplements and introduces categories of Process, Place, Space and Technology)

2) What is the mission of Division X?

3) How can Division X implement Sustainable Practices in the work you do?•1st Pass: Open Discussion•2nd Pass: Facilitator prompted

4) What parts of your mission do you think are Impossible to make sustainable? Why?

Engagement Outcomes & Follow Up

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•Prioritize Practices (Group)

•Highlight potential for Partnerships (Facilitator & send to Partnership Team)

•Begin Action planning around top priorities (Division X)

•Offer Resources & build relationship (Facilitator)

•Post ideas, challenges and action planning publicly and encourage dialog using social media

•Capture Practices, Priorities and “Impossibilities” and (send to Measures Team to aggregate)

Change Champions are supported by an Agencywide Team

PBS

PBS

FASCO

CO

UNIONS

1800 F Transformation

Financing

People, Labor & Management

OUR WORK: transforming the way we

work

Technology

Communications

Building &

Workplace Design

Sustainability Engagement Lessons

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• Begin with changing behavior where people sit today (ideologically and physically)

• Align effort with internal Agency, Service and Organizational goals and missions

• Connect efforts to lead to the business mission

• Look for evidence of commitment to change. Tackle roadblocks head-on.

• Bust organizational silos, especially between Sustainability Community and Operations

• Identify opportunities and commence action planning.

• Green light “passion projects” when paired with information sharing (accountable/autonomy)

• Employ social media channels for information sharing and problem solving

• Get moving. Don’t dwell on baselines.

Broad-based systems thinking – linking parts together

Portfolio-Based Facilities Management

Integrated Work Processes

Procurement, Contracting & Finance

Standards & Guidelines

Technologies & Tools

CHANGING THE MINDSET

BEHIND the SYSTEM

WORK PRACTICES w/in SYSTEM

CHANGES to SYSTEM