Behavior Change and Organizational Sustainability: An Evidence-Based Approach

1. Behavior Change and Organizational Sustainability: An Evidence-Based Approach Judith Heerwagen Michael Bloom US General Services Administration Office of Federal High Performance Green Buildings June 25, 2012

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

3. 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

4. Open the door and see all the people…..

5. Many people, many roles. Decision makers set the mission & goals Workers Have different comfort preferences and work styles. IT person - sets default conditions and IDs technology opportunities Purchasing/contracts Makes purchasing decisions Building Operator – Tracks, adjusts conditions Managers– set performance standards & training

6. What do we know now?How occupants and work practices influence building performance

7. Workers adjust conditioning technologies. Under floor air vent cover (Heerwagen et al, 1993. Post occupancy evaluation of seven Energy Edge Buildings, US DOE Report; Van Den Wymelberg, 2012, Doctoral Dissertation, University of Washington.

8. They add energy consuming devices and leave lights and computers on when away from their workspaces.. Light on Personal lamp Computer on Radio Personal printer Coffee maker (Metzger et al, 2011. Plug load behavioral change demonstration project, National Renewable Energy Laboratory; Ecos, Inc.2008. Office Plug Load Field Monitoring Report)

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

10. This is the reality: where is everyone?

11. Observational Study of Federal Office Buildings 37% space not being used 32% elsewhere 31% at desk

12. 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?

13. APPROACH: Use evidence-based principles, apply diverse tools, and work at both structural and psychosocial levels. Psychosocial – changes in individual and group behavior using multiple, validated methods and tools Structural– systems-based change to support organizational mission and sustainability

14. A Framework and Tools for Individual and Group Behavioral Change Behavior Change = Motivation + Ability + “Trigger” Do you want to change the behavior? What behavior? Whose? Are you able to? Do you have control? How to nudge behavior In the right direction? BJ Fogg, Stanford University, Behavioral Change Model (www.behavioralmodel.org)

15. Rewards Recognition Competition Collaboration Urgency/crisis Punishment Time Reminder Effort Request Control Cue Cost Context change Familiarity Who? What? Behavior Motivators + Ability + “Trigger” Occupants/users Operations Procurement Policy makers Equipment use Vehicle use Building conditions Purchasing Alternative work Space sharing Social comparison Social reciprocity Feedback and goal setting Changing defaults Commitment Context change Policy change A new environment offers Opportunity to change Habits; an existing Environment acts against Habit change because It triggers familiar behaviors. How?

16. Key Behavioral Change Tools Information 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

17. Examples • Feedback • Social norms • Habits

18. Eco-Feedback Motivator: Awareness of cumulative effects of behavior Ability: Targets behaviors people can control Trigger:Feedback on progress toward goals at the point of decision making Fork counts bites Card tracks budget goals MIT Media Lab – feedback fork and credit card.

19. 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?

20. Feedback from on-line dashboard

21. Reducing Workstation Plug Loads: A field experiment using multiple methodsEPA Region 8 HeadquartersLEED Gold Building

22. What are plugs attached to? Printers Coffee makers Fans Computers Speakers Phones Chargers Radios Clocks 126 study participants had 459 devices, Not counting computers and monitors.

23. Research overview for EPA plug load study Target Behavior: turn off devices and equipment at workstation when away Motivation: intrinsic motivation related to agency mission Ability: training on how to access dashboard, information on energy consumed by devices Trigger: e-mail reminders Outcomes: Energy use under different experimental conditions; return on investment Metzger et al, 2011. Plug load behavioral change demonstration project, National Renewable Energy Laboratory.

24. Results

25. Habits and Dual flush toilets at EPA, Region 8

26. 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

27. Signs told occupants how to use the dual flush toilets.

28. Evidence showed that toilets were using more water than expected based on model. Lowest flow event much Less frequent.

29. THE PROBLEM:Habits are hard to change.

30. THE SOLUTION:Change the handle to fit the habit.

31. The Results: Greatly increased use of low flow flush.

32. Social Approaches to Behavioral Change

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

34. 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

35. Organizational change and sustainability: Moving from change around specific behaviors to widespread, systemic change. • Environmental Interventions • Systems based change to support mission

36. Creating healthful, productive workplaces requires us to: • 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

37. Chicago Federal BuildingChanging Behavior with a Workplace Intervention

38. old space

39. 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

40. pre 36 36 circulation closed core post 36 open 36 circulation closed core open Plan Analysis 36th floor│ open vs. enclosed unclear wayfindingirregular space sizesrandom space distributionworkstation size: 45 - 64 sfoffice size: 122 - 200 sf logical wayfindingregular space sizessymmetrical space distributionworkstation size: 64 sfoffice size: 115 sf

41. GLAZED OFFICES PERIMETER WORKSTATIONS

42. DRAWING REVIEW

43. 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.

44. Ratings of collaborative behavior in new vs old space

45. 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.

46. 1800 F Transformation Vision Shifts Views on Workspace and People Processes CURRENT FUTURE MY SPACE Assigned – Sole Occupancy OUR SHARED SPACEShared Occupancy PRIVATE OFFICES LIMITED ENCLOSED WORK SPACES – BASED ON FUNCTION TRADITIONAL SPACE ASSIGNMENT ZONES WITH FLUID BOUNDARIES & COMMON SUPPORT MANAGING PROCESS MANAGING RESULTS WORKING FACE TO FACE WORKING ANYWHERE

47. 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.

48. Hone Your Leadership Competencies • Creativity & Innovation • External Awareness • Flexibility • Resilience • Strategic Thinking • Vision • Conflict Mgmt • Leveraging Diversity • Developing Others • Team Building • Partnering • Political Savvy • Influencing/Negotiating • Financial Management • Human Capital Management • Technology Management • Accountability • Customer Service • Decisiveness • Entrepreneurship • Problem Solving • Technical Credibility 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…

49. Change Champions are supported by an Agencywide Team Financing Building & Workplace Design People, Labor & Management FAS UNIONS CO 1800 F Transformation PBS OUR WORK: transforming the way we work Communications PBS CO Technology

50. Setting the Pace for the Transformation Looking at your timeframe, and planning the route, according to your ‘transformation pace’ • Setting off on the Change Trip, initiating some practice, seeing what it feels like, making some course adjustments, and modifying your requirements Reaping the benefits of some early wins, developing more skills, and incorporating lessons learned to future practice Using best practices, demonstrating improvements, introducing innovations. Getting Prepared Getting Going Getting Confident Getting Expert