Advancing Energy Policy by Chris Foulds & Rosie Robison

Author:Chris Foulds & Rosie Robison
Language: eng
Format: epub, pdf
ISBN: 9783319990972
Publisher: Springer International Publishing

6.3.2 How Can Understanding MoP Energy Decision-Making Help Accelerate the Rate of Energy Retrofit?

6.3.2.1 Theories of Change

In addition to awareness of how energy decisions are taken in the MoP setting, it is also important to consider how decision outcomes can be aligned with the ambitions of the European Energy Union. Explaining collective action, that is, how groups take action to achieve a common objective when there may be misalignments between individual and collective incentives, has been a challenge within several branches of the Social Sciences. Amongst various theories of change that may be apposite to the MoP energy context, both Nudge Theory and Social Marketing approaches were discussed at the workshop, whilst noting that the interaction between the role of the individual owner and the collective introduces complexity. Nudge Theory considers that suggestion or ‘choice architecture’ may be the most effective way of influencing decision-making behaviour. A policy tool of ‘green nudges’ is beginning to emerge which recognises specific issues in the environmental context, for example, the non-economic nature of perceived benefits from energy efficient behaviour, and the challenges of persuading individuals who are sceptical about the existence of climate change of any benefits to this behaviour. A Social Marketing approach concentrates on identifying the barriers to energy efficient behaviour or decisions, such as bystander effect factors and mental models/folk theories (incorrect but tenacious assumptions about the type of behaviour which is efficient), and employing techniques to overcome them. However, these theories or change mechanisms have been developed primarily in the context of habitual behaviour change, rather than investment decisions.

Having a ‘champion’ within the group to spearhead collective action can be powerful. Such leaders may be viewed as ‘spokespersons’ of energy transition from the perspective of the Actor Network Theory (Akrich et al. 2006) or as innovative ‘in-group’ members from the perspective of Social Identity Theory. Case study evidence suggests a champion can play a critical role in relation to MoPs where energy renovations have been undertaken (Brisepierre 2011; Le Garrec 2014). Empirical sociological research in France has found that energy improvement decisions in MoPs are often initiated by leaders or groups of leaders living within the building who persuade the wider community to take action. This confirms previous observations made by sociologists who studied French condominiums with the strategic analysis tools provided by the Sociology of Organised Action (Crozier and Friedberg 1977; Golovtchenko 1998; Lefeuvre 1999). From these studies, it is clear that collective action in a condominium depends on the skills of the actors and the capacity for building consensus.

In taking this aspect of our research agenda forwards, a first step would be to identify more case study examples of MoPs in which retrofits have been carried out in order to identify the mechanisms at play in the decision-making process. This research would need to be open to a wide range of theoretical frameworks, not necessarily just those discussed in our workshop.

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