“POLICY PSYCHOLOGY”: Social Psychology Perspectives of Policy Analysis & Stakeholder Communication Harn Wei Kua Dept. of Building, National University of Singapore Building Technology Program, MIT, USA GIN2006 Conference, 2-5 July 2006, Cardiff, Wales, UK

CONTENTS  Background: Case Studies on Policy Integration  Concerns in Policy Communications  Toward a “Policy Psychology” Framework  Building Blocks of a “Policy Psychology” Framework  The ‘Policy Psychology’ Framework  Example of Framework Application  Conclusions

CASE STUDIES ON POLICY INTEGRATION  Case studies on sustainability policies for construction materials –Why Do Negative and Unanticipated Outcomes Occur? –What can we learn from these policy failures?  Negative & unanticipated outcomes occur when: –Policies focus too narrowly on a few indicators –Links amongst indicators not well understood –Links amongst indicators ignored entirely

WHAT IS AN INTEGRATED POLICY? 5 characteristics of “integration”: –Address indicators in all 3 domains of sustainability –Co-address, even co-optimize, these indicators –Encourage non-governmental stakeholders interaction –Encourage governmental stakeholders interaction –Encourage governmental and non- governmental stakeholders interaction

CONCERNS IN POLICY COMMUNICATIONS  Objectives of communications: –Encouraging stakeholders to appreciate one another’s positions, –Facilitating co-operations amongst stakeholders, –Effecting behavioral changes, –Assisting in policymaking.  A good platform to integrate behavioral science studies with sustainability policymaking.

TOWARD A “POLICY PSYCHOLOGY” FRAMEWORK OBJECTIVE: Establish a policy communication framework based on rigorous behavioral science and social psychological theories, and use it to improve stakeholder participation in integrated sustainability policy design, implementation and monitoring.

BUILDING BLOCKS OF “POLICY PSYCHOLOGY” FRAMEWORK  Determinants and predictors of behavior –Theory of Planned Behavior  Decision-making heuristics (under uncertainty) –Availability; Anchoring & Adjustment  Empathy  2 nd Principle of Attitude Formation & Change  Theory of Cognitive Dissonance (i.e. Self-Justification)

THE FRAMEWORK IS APPLICABLE TO:  POLICY ANALYSTS advising policy makers;  POLICYMAKERS communicating policies to other stakeholders;  POLICYMAKERS trying to sell sustainable products and services;  SUSTAINABILITY CONSULTANTS advising companies and agencies.

THE “POLICY PSYCHOLOGY” FRAMEWORK (I)  Theory of Cognitive Dissonance (i.e. Self- Justification) Incentivize “voluntary” and publicized testing of products, e.g. free samplesIncentivize “voluntary” and publicized testing of products, e.g. free samples Enlist product testers to give feedback, develop products further or even educate other potential users/buyersEnlist product testers to give feedback, develop products further or even educate other potential users/buyers  2 nd Principle of Attitude Formation & Change Incentives must be of value to stakeholdersIncentives must be of value to stakeholders Policymakers should be directly involved in endorsing sustainable development efforts, e.g. forming of associations and giving of awardsPolicymakers should be directly involved in endorsing sustainable development efforts, e.g. forming of associations and giving of awards

THE “POLICY PSYCHOLOGY” FRAMEWORK (II)  Availability and Anchoring/Adjustment Must know the background knowledge of stakeholders, i.e. assumptions, prejudice, expertiseMust know the background knowledge of stakeholders, i.e. assumptions, prejudice, expertise Need more ‘personal’ approaches, e.g. surveys and interviews.Need more ‘personal’ approaches, e.g. surveys and interviews.  Empathy Forster informal relationships amongst stakeholders, based on hobbies or interestsForster informal relationships amongst stakeholders, based on hobbies or interests Form “Sustainable Stakeholder Guild” to develop social aspects of stakeholder interactionForm “Sustainable Stakeholder Guild” to develop social aspects of stakeholder interaction  Theory of Planned Behavior Goals must be linked to overall and national/state/municipal objectivesGoals must be linked to overall and national/state/municipal objectives Goals must be progressive and clearly articulatedGoals must be progressive and clearly articulated Actions must be a group effort as much as possibleActions must be a group effort as much as possible Provide the necessary assistance to achieve the goals, e.g. information and training.Provide the necessary assistance to achieve the goals, e.g. information and training.

AN EXAMPLE – THE 3-STAGE STAKEHOLDER PARTICIPATION MODEL Stage 1 –Stakeholders co-opted into “Sustainability Stakeholder Guild”; –Participants from various primary groups are grouped into hobby/interest sub- groups. Stage 2 –Participants in these sub-groups are interviewed by facilitators to fully understand their perspectives and assumptions; –Facilitators could make use of these information to plan sub-group activities Stage 3 –Participants re-join their primary groups; –Facilitators of the different sub-groups to jointly design strategies to encourage empathy; –Facilitators utilize information from interviews to provide necessary information and data to aid discourse

CONCLUSIONS  An essential and necessary condition for successful integrated policy is effective stakeholder interaction;  Application of a few behavioral science and social psychology concepts can result in new strategies in stakeholder engagement;  Future research may include more extensive inclusion of other concepts and empirical studies;  Ideas and collaborations are welcomed!

ACKNOWLEDGEMENTS I would like to thank: Department of Building, School of Design & Environment, National University of Singapore for the conference travel fund and scholarship; Department of Building, School of Design & Environment, National University of Singapore for the conference travel fund and scholarship; GIN2006 Cardiff organizing committee for your hospitality! GIN2006 Cardiff organizing committee for your hospitality!

THEORY OF PLANNED BEHAVIOR Behavior Behavioral Belief Values Normative Belief Control Belief Subjective norm Attitude Perceived control Intention

POLICY PSYCHOLOGICAL FRAMEWORK INFORMATION Decision-making Heuristics under Uncertainty Representativeness Availability Anchoring & adjustment Empathy Parallel emotion versus Reactive emotion Behavioral Belief Values Subjective norm Attitude Perceived control Control Belief Normative Belief Intention Behavior Theory of Cognitive Dissonance Second Principle of Attitude Formation and Change