1. Behaviour Change
Anna Frizzell RNLI Sustainability Manager - March 1st 2019

2. Who we are & what we do… Anna Frizzell – Sustainability Manager
238 LBS with 350 LB in the operational fleet and 100 in the relief fleet.
Around 5,000 volunteer crew
Employ around 1,200 people
1,300 LG on 240 beaches
Around 30,000 volunteer supporters. FR, Educ, Events etc.

3. What we do… Anna Frizzell – Sustainability Manager
Design, build and maintain our own LB fleet . Our new Shannon Class ALB cost 2.2. million each and we build one every 6 weeks.
International train the trainer programme and work with UN et al to raise the profile of drowning prevention worldwide.
Train all our own crew at HQ in Poole and around coast.
We rescue just about anyone and any thing. People, Dogs, sheep, horses, whales, occasional log or coat.

4. Behaviour Change Understand the context of the change
What is the behaviour you want and what is the current behaviour?
What is the change and how might/will it be achieved?
What are the motivators and barriers?
Who are the influencers?
How will you know when it is working?
Key things to consider.

5. Understand social, organisational and group norms.
Date
Understand our place in society, where our dependencies and impacts are and behaviours and deliverables expected of us.
Understand social, organisational and group norms.

6. Date
There are loads of different models and toolkits to help you frame your behaviour change approach.
Remember you need to understand your current state and have a vision of future state and some way of measuring and monitoring the change.

7. Lewis and Parkers Transitions Curve (Based on the Kubler Ross Curve)
In terms of understanding individuals reactions to change this is a Traditional but useful Transition state diagram
Immobilisation - Some are immobilised and choose to ignore the issue (too many other priorities) which may also suggest a fear of the unknown.
Denial of change - Some cannot see why the issues are material (we’re only here to stop people drowning, not save the world) which may suggest self-interest i.e. I just want to do what I know how to do or differing perceptions of what value to other stakeholders means.
Incompetence - Some lack the skills and competencies both in terms of sustainability (It is too complex, or they revert to talking about waste recycling) again fear of the unknown, some don’t use modern leadership approaches (I do things my way) which is also habit.
Incompetence – Denial cycles. - It is also evident that some are going in cycles (accept it is strategically or operationally important but then are unable to accept their own accountability or responsibilities) and some use deflection tactics (requesting the same information in different formats again and again)
Acceptance – Testing – Searching for Meaning. - Some have accepted and embraced reality and are beginning to increase their knowledge and discuss or test new ways of thinking, seeing both sustainability and increasing the RNLI social value as exciting opportunities for future developments and service delivery.

8. Date
Understanding likely resistance factors will help plan for overcoming them.

9. Vision Confusion due to
Change drivers
Change Blockers
Key Issues
Vision
Confusion due to
Leaders do not own the sustainability vision or strategy so are not clear about what it says or means or is trying to achieve.
Skills
Anxiety
due to
Lack of competency and literacy in sustainability and lack of time spent in leadership competency upskilling.
Incentive
Resistance due to
Little buy in or incentive to set or deliver sustainability objectives and no pressure to evidence or report performance. Unwilling to identify and accept accountability or responsibility.
Resources
Frustration due to
Perception that there is a lack of resources, budget or time available to deliver sustainability objectives. Cost saving focus driving short term decision making.
Action plan
Treadmill due to
No clear action plans in place, sustainability not included in Continuous Improvement or Programme and Projects process.
Date
Example of how I have used this in the past in relation to our leaders and our Sustainability Strategy development

10. RNLI core purpose – Reduce death from drowning.
Internally we use the “Drowning Chain” to explain our interventions and the behaviour changes we are aiming for.
R- Rescue – Core.
I – Inform – Let people know about the risks in their locality.
S- Supervise – Lifeguards at the point of the risk.
E- Educate – Float to live – Core messages Aimed at men 18 to 40, but applicable to all.
Inform, Supervise and educate are all about changing behaviours.

11. We aim to encourage and support people to behave safely around water.
Date
We aim to encourage and support people to behave safely around water.

12. Date
Supporting objectives begin to break down the specifics around the behaviours that need to change enabling us to “Hyper Target” those most at risk.

13. The messaging needs to be form that those groups identify with and that appeals to them and ideally come from influencers the like or admire / want to emulate.

14. Internal messaging for LBS and crew etc about the environment –
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Internal messaging for LBS and crew etc about the environment –
All in one engaging diagram not a big book of procedures.
Opportunities to ask questions and feedback via hyperlinks to what they need.

15. From our leadership training.
This is about getting people to stop thinking “Them (ET) and (US)

16. Work with and through respected influencers.
Key things:
Understand the motivations of those you want to influence and how they take in information.
Work with and through respected influencers.
Have KPIs / measures of progress and don’t be afraid to admit defeat and try something else.
Give feedback.
Be quick to praise and slow to blame.

17. Thank you for listening