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Suzanne Pinckney

Bridging the Behavioral Gap for Recycling Success · Environmental Management ... - 0 views

www.environmentalleader.com/...oral-gap-for-recycling-success

behavioral recycling communications step 5

shared by Suzanne Pinckney on 24 Oct 13 - No Cached
  • The most effective way to affect change in personal ownership is a combination of education and guilt.  Guilt (and a little positive encouragement) changes behavior. It is known that guilt can be a great motivator for environmentally responsible behavior.  The Green Guilt survey also showed that 29% of Americans admit to suffering from “green guilt,” defined as the knowledge that you could and should be doing more to help preserve the environment. The findings also show that Americans increasingly feel an obligation to recycle.
  • The right combination of knowledge, access and personal responsibility is the foundation needed to move from apathetic to active participant.
  • The most challenging hurdle is apathy. When consumers feel disconnected from the benefits of environmentally responsible behaviors—or from the dangers present in its absence—it is easy to just not care
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  • A durable product may require investigation of disposal options, which delays action.
  • With this, good intentions fade, resulting in recyclables that are tossed into the trash or hoarded for lengthy amounts of time. 
  • he perceived value of a product can determine many aspects of its lifecycle, from how long it is kept to how it is disposed.  Not surprisingly, more expensive products are perceived as “more valuable” and less disposable, even at the end of their usable life.
  • Suzanne Pinckney on 24 Oct 13
     
    not sure exactly where to save this but the highlights kind of make me sad...yuck. we are so much more into the carrot than the stick!
Suzanne Pinckney

When It Comes to CSR, Size Matters - Forbes - 0 views

www.forbes.com/...n-it-comes-to-csr-size-matters

business case csr forbes insead

shared by Suzanne Pinckney on 16 Aug 13 - No Cached
  • t rests on the recognition that attention to corporate social and environmental responsibilities is generally in the long-term economic interests of the firm.
  • Managers have a responsibility to consider those affected by company actions; equally, however, those stakeholders are often able to exert pressure on a company if it does not—even to the extent of shutting down the business, as Coca-Cola found in Kerala.  This is particularly true for large companies subject to intense media scrutiny.
  • When companies implement “strategic CSR” they can find there are many benefits, including strengthened corporate and brand reputations and enhanced trust with key stakeholders (customers, employees, regulatory agencies, suppliers, and investors), improved risk management, increased revenues from innovation to identify new business opportunities, and reduced costs from efficiency improvements. 
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  • profound differences in commitment to corporate purpose. 
  • This close involvement of owners and founders in SMEs means that commitment to purpose is much easier to engender than in a large, publicly-held corporation. 
  • more personal. 
  • SMEs increasingly find that they are part of a value chain where a large company downstream (for example, a major brand or a retailer) is demanding attention by suppliers to sustainability metrics and performance.
  • ikely to mean that less funds are available to invest in initiatives that might be socially or environmentally beneficial, especially if the economic pay-off is less obvious or longer term.
  • SMEs might also be less able to bring to scale the efficiency gains that can come from attention to CSR or exploit the business opportunities that might come through innovation in the form of new, more sustainable products. 
  • In sum, while size matters, not least in what gets done, SMEs have many of the same reasons for engaging in CSR that large companies have, both in avoiding downside risk and in exploiting upside opportunities.  In many cases, they may also be more intrinsically, if not better motivated, to give CSR attention.
  • Suzanne Pinckney on 16 Aug 13
     
    biz case for our biz! susty works and is necessary at any size :)
Suzanne Pinckney

The 4 steps to building an engaged team - Actionable Books - 0 views

www.actionablebooks.com/the-4-steps-to-an-engaged-team

communication step 6 step 5

shared by Suzanne Pinckney on 22 Oct 13 - No Cached
  • I heard once (Clayton Christensen, maybe?) that a leader needs to say things 7 times before the message is heard, understood and internalized.  Never assume that the message you shared once, 3 months ago, was heard in the first place, or that it’s still a driving motivation for people now.  Ask questions.  Share success stories.  Be hyper focused and, when in doubt, communicate it again.  Other people don’t live in your head.
Suzanne Pinckney

The Green Issue - Why Isn't the Brain Green? - NYTimes.com - 0 views

www.nytimes.com/...19Science-t.html

step 1 communications brain nytimes decision making

shared by Suzanne Pinckney on 23 Oct 13 - Cached
  • rames are just one way to nudge people by using sophisticated messages, mined from decision-science research, that resonate with particular audiences or that take advantage of our cognitive biases (like informing us that an urgent operation has an 80 percent survival rate).
  • Nudges, more broadly, structure choices so that our natural cognitive shortcomings don’t make us err. Ideally, nudges direct us, gently, toward actions that are in our long-term interest, like an automated retirement savings plan that circumvents our typical inertia.
  • Whatever you design as the most cost-effective or technologically feasible solution might not be palatable to the end users or might encounter political oppositions,”
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  • the tax frame affected the outcome
  • I think there’s an attractive version of the carbon tax if somebody thought about its design,”
  • The crucial question, at least to her, is whether (and when) we want to use the tools of decision science to try and steer people toward better choices. If our preferences aren’t fixed the way we think they are — if, as Weber has argued, they’re sometimes merely constructed on the spot in response to a choice we face — why not try new methods (ordering options, choosing strategic words, creating group effects and so forth) to elicit preferences aligned with our long-term interest? That has to be better, in Weber’s opinion, than having people blunder unconsciously into an environmental catastrophe.
  • “Let’s start with the fact that climate change is anthropogenic,” Weber told me one morning in her Columbia office. “More or less, people have agreed on that. That means it’s caused by human behavior. That’s not to say that engineering solutions aren’t important. But if it’s caused by human behavior, then the solution probably also lies in changing human behavior.”
  • we have a “finite pool of worry,”
  • which means we’re unable to maintain our fear of climate change when a different problem — a plunging stock market, a personal emergency — comes along. We simply move one fear into the worry bin and one fear out. And even if we could remain persistently concerned about a warmer world? Weber described what she calls a “single-action bias.”
  • Prompted by a distressing emotional signal, we buy a more efficient furnace or insulate our attic or vote for a green candidate — a single action that effectively diminishes global warming as a motivating factor. And that leaves us where we started.
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