The Climate Crisis:Transforming Information into Action

Mary Lynn MannsUNC AshevilleDepartment of Management & Accountancy

November 24, 2008

Change!

Leading change is hard; just ask anyone who has tried.

Manns & Rising, Fearless Change: Patterns for Introducing New Ideas, 2005

This presentation…

…is the outcome of a Social Science & Climate Studies Fellowship (NCDC & NEMAC)

…provides insight into persuading people to take actions that will have a positive effect on climateGeneral publicPolicy makersOther decision makers

Warm up…

Why do people resist change?

This is not a simple issue…

A collective action problemSocial Interdependence vs. Social Independence

Large opposing goalsFailure in group decision-makingThinking in logical (rather than emotional)

arguments A system issue

Treat underlying causes rather than symptomsUnderstand the beliefs, challenges, assumptions,

values that created the problem

Mistakes climate change leaders may make…

Just the facts, ma’am I know a lot so I’m going to tell you everything I

know The decision-makers will come to us for

information and inspiration Let’s stick with slides and reports– that is what

we do best We can persuade them with a one-time really

cool event Technologies and policies are the complete

answer

Change…

Is motivated by: a tension between current state and desired state a belief in the ability to change

How do you create tension and the belief in an ability to change?

Is a process, not an eventknowledge – persuasion – decision – implementation

– confirmation (Rogers)

How do you move people through this process?...

Force them…

But this is not sustainable…

People need reasons not directives Laws & rewards treat symptoms, not the

underlying causes What is needed?... a fundamental change in

thinking and behaving

How do we get people to think and behave differently?...

Provide lots of facts…

It’s a start, but…

• The “facts” are not conclusive and come from competing sources

• An overload of information can bury the key message• Facts are easily dismissed or challenged• The facts provide only knowledge

knowledge – persuasion – decision – implementation – confirmation

So how do you persuade? How do you prompt action?…

Get a well dressed talking head to deliver the facts…

But ask yourself if this person can…

create a relationship with the audience be credible and trustworthy relate to the concerns of the audience use language the audience can

understand be memorable tap into the emotions of the audience

Tap into emotions… How do you do that?...

Create fear

Fear captures attention, but…

It can be too frightening to contemplate, so… People will use coping mechanisms – deny or

rationalize It can create a sense of “learned helplessness” “Preventive innovations” have a low rate of adoption

Facts, Force, Fear don’t work…. Is there another ‘F’ word that does?...

Feelings…

Our emotions drive our decisions and then we justify with logic and reason.

Behavior change happens mostly by speaking to a people’s feelings. (John Kotter)

Climate change leaders agree…

“Above all, the history of climate change shows that perceptions of the issues are by no means driven only – or even primarily – by facts, evidence and rational argument. Images, narratives, relationships and values matter at least as much.”

Climate Change: The State of the Debate, Center on International Cooperation, 2007

General Lessons…

Facts, Fear, Force do not sustain action:Facts are the first step – provide awarenessFear can be rationalized & dismissedForce treats symptoms but does not

fundamentally change behaviorPersuasion calls for an appeal to

emotion rather than to logicCause your audience to feel something

Recall the decision process…

knowledge – persuasion – decision – implementation – confirmation

The mental activity at…… knowledge is cognitive (knowing)… persuasion is affective (feeling)

Knowledge:present the relevant facts

Goal: Audience will believe you and be willing to be persuaded

Stress a simple, concrete message [Just Enough] What is the core?

Make it relevant [Tailor Made] Consider the value drivers of the group

Be credible [Hometown Story], [External Validation], [Big Jolt]

Knowledge:continued

Capture attention Include something unexpected

Show a relative advantage Concentrate on the possibilities

Small problems [Step by Step]; propose a strategy Keep it visible and frequent [In Your Space] Make it memorable [Next Steps]

People will forget what you said, forget what you did, but not forget how you made them feel. (Maya Angelou)

Persuasion:transform information into action

Goal: Audience will form the intended opinion and be willing to act on it

Ask yourself: What will cause my audience to feel something? [Emotional Connection]

Set the stage - relationships Trust and credibility will get you a fair hearing Learn about the beliefs, attitudes, values (rather

than create new ones) Match problem to concerns [Personal Touch]

Persuasion:continued

Tell meaningful stories Talk about people instead of statistics

Stir up anger about the problem There’s nothing like a little rebellion

Create a sense of ownership and hope Match individual skills to small issues in the big

problem [Involve Everyone] Create a supportive group [Group Identity]

Address the fear of the skeptics [Fear Less] Leave them with a sense of urgency

Transforming Information into Action

Tension between current and desired states• Consequences of current actions• Relative advantage• What does this mean for me? • Ownership of the problem

Confidence and hope• Start small; attainable goals• Success stories that inspire• Relationships

• mutual trust• understanding the value drivers• ongoing support to handle the setbacks

Transforming Information into Action -Ideas from attendees at “Chocolate Friday”

• Presenter show s/he is emotionally attached to topic• Vote for change for an inspirational leader that believes in the

impact of Climate Change• Instead of scaring people into passivity, motivate for action• Write sappy Emails to the editor (with stories and images that

impact feelings)• Investigate web sites that show the ability to save money while

feeling good about doing the right thing• Create attachments and support (to get through challenging

times), e.g. Green roots movements • Tackle preconceived notions of your target audience• Find ways to start conversations on equal ground• Appeal to peoples’ spirituality or deeper value systems

Transforming Information into Action -Ideas from “A Sustainable Culture” class….

Step outside of your comfort zone.Start the support system as an [e-forum]Start a habit to move them towards the direction; repetition to make it

stickWhat needs to shift in the collective? What can create a critical

mass?Find creative ways to frame the problem – emotional leverage pointsFind effective propaganda to prompt a sense of urgency[Piggyback] on what is going on now (ex/ tie into problems in the

economy)Start where the person is – their needs the desires, what they think is

important Role modelingShare your ideas non-judgmentally with other peopleActive listeningGo after low hanging fruit to collect mass and leverage

Transforming Information into Action -Ideas from the National Climatic Data Center….

Empower your audience to do somethingAdaptive – images & stories work wellBe sure to remain impartialDon’t blast out statistics – rather, talk about relationships/comparisonsReact within our ability to actPeople want to be shown (images & simulations rather than only words and numbers)Look at tools to perceive what is happeningAdmit the uncertainties – don’t present it as black and whiteIt’s not a one time thing (a one-time exposure to the facts)Get to know people to understand their challenges – what are we hearing – constant iteration and

interactionCreate partnershipsSpeak as a person instead of as an institutionGive reasonsAcknowledge both sides of the arguments - respectWe need to listen-- Be nice to the people who seem to have opposite views– invite them inDon’t refer to them as “bad”How risky am I making the world for my grandchildrenRecognize that it is not a political or rational argumentUnderstand the value drivers of different groupsCompromise – seek complementary goalsRecognize where people are getting their information– from the media rather than scientistsPeople who deliver the message– appeal to emotionsAddress the myths

I’ve given you information, but have I persuaded you to take action?

Mary Lynn MannsUNC AshevilleDepartment of Management & Accountancy

For more information and comments…

manns@unca.edu www.cs.unca.edu/~manns