Increasing Behaviour Change Through Intrinsic Motivation
In rural communities, such as those that Lotus Project focuses its work on, major barriers to development can be culture, religion or traditions, and these all manifest in people’s attitudes. These communities are often extremely comfortable with their way of thinking and their beliefs. This contentment results in little desire for change or further development. Breaking this barrier is one of the largest challenges faced by the development programmes to ensure sustainable change . There are many methods that can be used in order to encourage attitudes, behaviours and intrinsic motivation. Economic incentives, increased public participation and awareness, fairness in procedure and education are a few.
Changing people’s attitudes towards any disruptions in their daily lives is difficult, but especially through holistic development programmes such as Lotus Project. These changes can take generations, and even then, there is no way of ensuring that these attitudes persist. Generating intrinsic motivation and incentives among people has been proven to be an effective tool in changing behaviours and should be key throughout every stage of development programmes.
Key methods that are applied by Lotus Project to increase behaviour and/or attitude change through intrinsic motivation in a practical and sustainable way are:
Specific education focussing on individual needs and using specific case studies
Education informs people of why they ‘should’ carry out a behaviour change. Arbuthnott (2008) found that the more specific the intention the more effective it will be in affecting behaviour, therefore more specific education is necessary. For example, if the aim is to increase recycling, those with strong attitudes for recycling are a better predictor than those with general attitudes towards climate change (Vining & Ebreo, 1992) and therefore education on the effects of specifically recycling is more beneficial. Education specificity is also important when discussing reactive behaviour. This means openly developing sustainable plans for behavioural responses i.e. when X happens, I will do Y instead of Z. The effect of doing so strengthens the link between attitude and behaviour and can lead to more long-term changes. In a practical sense, this means using case studies as an educational tool as it can clearly demonstrate specific impacts of behaviours. Furthermore, people are more likely to act on their own needs than the needs of others. In this way, it is necessary for Lotus Project to focus education not on global, national or even community level impacts but rather on how behaviours will directly affect the individual.
Increasing the actual or apparent convenience for people to change their behaviour
Any action or behaviour will be driven either because it gives the individual pleasure, directly or indirectly, or be obligation driven (Arbuthnott, 2008). Providing one of these should be a focus within the RDM. People have also been found to be more likely to change their behaviours to something less pleasurable if they relate to the problem more i.e. someone who has environmentalism has part of their identity, is more likely to walk rather than drive despite the inconvenience. It is possible to strengthen people's identity by reminding them of positive behaviours that are associated with such an identity (Wef et al., 2013). This will reinforce those behaviours further down the road i.e. during the village assessment Phase I of the RDM, asking questions such as “Have you previously considered the environment in your life choices?” will reinstate the idea that the environment is important to them. This is an effective method as the more control people feel they have over their behaviour, the more likely they will act on it.
Reinforcement of identities that fit with desired behaviour
In a study, assessing peoples’ attitudes towards sustainable development practices, found that things that will increase changed behaviour includes but is not limited to: more specific intentions focused on individual needs, implementation intention, perceived control over behaviour and outcome, community expectations. An effective method to change behaviours through the primary phase of development, target questions that strengthen their identity in the context of the project. It is easier to strengthen than weaken a particular identity, therefore reminding individuals of positive behaviour through leading questions will reinforce those behaviours down the roads. E.g. “When you were able to cook under electrified light rather than firelight, what were the positive impacts?”
Increasing actual and perceived fairness and openness through consultation, information, issues and individual voice changes
Members of the public should be able to see for themselves the problems and trends. Transparency is key to break cultural barriers that might prevent people from participating effectively throughout the development process. Starting with Phase 1 of the Rural Development Model (RDM) and the consultation process, engaging with the community early in open consultations involving as wide of a demographic as possible will provide widespread trust. Information should be readily available to provide the community with a wider understanding of anything they may have reservations about. Throughout the process, conducting meetings so that all participants have the opportunity to speak and be heard so that all benefit equally. Promoting social cohesion through a fair process makes a fair and successful outcome, with lasting changes significantly more likely.
More varied communication methods to increase public participation
It is increasingly recognised that the success of sustainable development programmes depends on widespread public participation and support. Public participation has even become a core component of these initiatives, particularly at a local level. Building motivation among certain segments of the population can be key to ensure public participation and lasting effects. For example, studies indicate that putting those that are most open to change at the forefront, especially young people, can foster lasting change within a community. In particular, in small communities these individuals can then lead the way and others will follow providing sustainable self-perpetuating practices.
Using indicators as a communication tool
Indicators not only allow us to track progress and influence policy, but also are an effective communication tool within a community. Their main purpose is to provide results that can effectively influence policy however, research shows they are a useful tool for increasing intrinsic motivation and behaviour change in the public (Macnaghten & Jacobs, 1997). Indicators can act as a communication tool between organisations and the community. Members of the public will be able to see for themselves the problems and trends before, during and after the programme. When choosing which indicators to use, how effective they could be at communicating with the community should be considered, as well as their accuracy. Indicators can include average income, labour force participation or quality of water or air. An example of a good indicator in the context of Lotus Project is the time invested into collecting firewood or fuel for cooking per household. This indicator demonstrates tangible benefits in daily life for the community whilst also accurately measuring socioeconomic impact of Lotus Project interventions.
With sustainable development programmes such as the RDM it is essential for individuals and the community to be willing to adapt their attitudes and behaviour in order to align with the joint goals of the programme. Implementation of some, if not all, of these practices can increase people’s intrinsic motivation to change their behaviour and cooperate with Lotus Project effectively. Whilst the effects will not be immediate, the results will be of the best interest of the individual, community and Lotus Project.
NADIA JEFFRIE