The Climate Crisis: Transforming Information into Action Mary Lynn Manns UNC Asheville Department of Management & Accountancy November 5, 2009

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 climate General public Policy makers Other decision makers

Warm up… Why do people resist change?

This is not a simple issue… A collective action problem Social Interdependence vs. Social Independence Large opposing goals Failure in group decision-making Thinking in logical (rather than emotional) arguments A system issue Treat underlying causes rather than symptoms Understand 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 event knowledge – 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 awareness Fear can be rationalized & dismissed Force treats symptoms but does not fundamentally change behavior Persuasion calls for an appeal to emotion rather than to logic Cause 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 Build a sense of urgency Wake-up Call

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 Evangelist 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 s to the editor (with stories and images that impact feelings) Emotional Connection 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 Myth Buster 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 stick What needs to shift in the collective? What can create a critical mass? Find creative ways to frame the problem – emotional leverage points Find effective propaganda to create sense of urgency Wake-up Call 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 Personal Touch Role modeling Share your ideas non-judgmentally with other people Active listening Go 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 something Adaptive – images & stories work well Be sure to remain impartial Don’t blast out statistics – rather, talk about relationships/comparisons React within our ability to act People want to be shown (images & simulations rather than only words and numbers) Look at tools to perceive what is happening Admit the uncertainties – don’t present it as black and white It’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 interaction Create partnerships Speak as a person instead of as an institution Give reasons Acknowledge both sides of the arguments - respect We need to listen-- Be nice to the people who seem to have opposite views– invite them in Don’t refer to them as “bad” How risky am I making the world for my grandchildren Recognize that it is not a political or rational argument Understand the value drivers of different groups Compromise – seek complementary goals Recognize where people are getting their information– from the media rather than scientists People who deliver the message– appeal to emotions Address the myths

For more information… Mary Lynn Manns UNC Asheville Department of Management & Accountancy