“Each summer, EDF Climate Corps fellows evaluate organizations for energy savings opportunities with many of them uncovering stakeholder engagement as a key savings opportunity. After 400 EDF Climate Corps engagements, the program has found that there are three key constituencies to tap into for energy management:”
- Executive Leadership– “Ambitious goal setting is one way executive leaders can advance green initiatives.
- Employees– Engaging and Empowering
- Local communities and utilities– incentives, programs, standards, certifications
– Ellen Bell, EDF Read More.
It seems that the industry needs to start to integrate psychology and behavioral change in order to successfully reduce energy use of a building or process. An article written by Emily Lawson and Colin Price’s “The psychology of change management,” has identified:
“four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point of the change and agree with it; b) role modeling, because they must also see the CEO and colleagues they admire behaving in the new way; c) reinforcing mechanisms, because systems, processes, and incentives must be in line with the new behavior; and d) capability building, because employees must have the skills required to make the desired changes.”
McKinsey also “identified nine insights into how human nature gets in the way of successfully applying the four conditions required for behavioral change. ” Four of the Nine are listed below.
1. What motivates you doesn’t motivate most of your employees.
4. Leaders believe mistakenly that they already “are the change.”
6. Money is the most expensive way to motivate people.
9. Good intentions aren’t enough.