Chapter 8
Influencing human behaviour to conserve biodiversity
Today, of the more than 40,000 species currently listed as globally threatened, a staggering 98% of species are at risk due to processes driven exclusively by human behaviour. Despite this alarming reality, conservation remains primarily a natural science discipline, with social and behavioural sciences often playing a secondary role. Those who do incorporate these sciences mainly focus on raising awareness and enforcing policies, frequently overlooking the critical need for behavioural change. This oversight is significant, as conservation is a behaviour challenge that requires behaviourally informed solutions.
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Where to start?
When working with conservation projects to develop strategies that positively influence human behaviour and reduce threats to species or ecosystems, I like to start by gathering the team for a brainstorming and research session. We dive into understanding the current situation by exploring the scope of the issue, the main threats, and the social, economic, and environmental conditions that shape it. We also look at any recent shifts or challenges that might be impacting things. From there, we work together to define a clear vision for what an ideal future would look like—not only for the species or ecosystem but also for everyone involved or affected.
A big part of this process involves stakeholder mapping. Together with the conservation team, we identify the people and groups connected to the issue: those affected by it, those who can help facilitate action, those who need to be informed, those who can learn from the project, and those who need to take ownership or make key decisions. We also consider the primary contributing factors influencing the situation, like policy, available resources, and social or cultural dynamics.
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With each stakeholder, we try to understand what kind of support, expertise, action, or resources they could bring to the project. Finally, we look for ways to engage each person or group effectively, so their contributions can genuinely help us make a positive impact.
What I find most rewarding in this approach is how it brings out the diverse perspectives and expertise everyone brings to the table. Working together to navigate these complex relationships and challenges feels essential to creating solutions that truly benefit both the species and communities involved.
The stakeholder map can then be transformed into a problem-behaviour-actor map, which helps us deepen our understanding of the dynamics at play. This mapping approach allows us to identify not only who the key actors are but also their specific behaviours and how these behaviours relate to the problems we’re addressing.
Next, we carry out social and behavioural research, as introduced in Chapters 2 and 5. This research enables us to identify behavioural barriers that may be hindering progress. Based on our findings, we then develop targeted communication strategies and establish behavioural and impact goals, as discussed in Chapter 3. This structured approach ensures that our efforts are aligned with the specific challenges identified, allowing us to create meaningful and effective interventions.
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How do we influence behaviour?
Once you have a clear understanding of the threats, the behavioural barriers, and the landscape, you can work closely with stakeholders, including governments, scientists and local and indigenous communities to develop a behavioural change strategy.
Such an inclusive approach as outlined in Chapter 4, fosters a rich tapestry of perspectives, enabling innovative solutions that integrate science with traditional ecological knowledge. This ensures our efforts are culturally sensitive, responsive to community needs, and, through enhanced ownership, sustainable in the long term.
Before diving into strategies to influence behaviour, I believe it’s essential to develop a tailored theory of change to summarise all the discussions, research and mapping done. This lays a solid foundation for identifying the most effective interventions and ensures that our efforts are targeted and meaningful, ultimately helping to reduce threats to biodiversity.
Notes from the field
I am often approached by projects seeking a ready-made framework that will provide the answers they need. I cannot emphasize enough that if such a framework existed, it would likely fail, as each threat, situation, stakeholder, and project is unique and requires tailored strategies. While it’s certainly beneficial to draw inspiration from similar projects and engage in valuable knowledge exchange, what works in one context may not be effective in another.
I learned this lesson well during my time at SNV Netherlands Development Organisation, where I led the development of a behavioural change strategy to support the government of Tanzania in promoting safe sanitation behaviours. There, research revealed the necessity of tailoring our behavioural change strategy region by region, demonstrating that even within a country, a one-size-fits-all approach did not adequately reflect the diverse needs and conditions.
Building a strategy
To build an evidence-based strategy, one of the most valuable tools I’ve used throughout my work is the Rare Framework (introduced in Chapter 2). Over the years, I have adapted and refined it through trial and error, which has only deepened my appreciation for its effectiveness. To influence behaviour, it’s essential to first understand where our stakeholders are in their stage of change. From there, we can explore the three phases of change, guiding our approach in a way that resonates with their unique journey.
Lastly, we develop interventions centered around the three phases: inspire, socialise, and ease the change. In a nutshell, these phases tap into the following elements (see a brief selection below):
Inspire Change
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We begin by sharing clear and compelling information about the target behaviour: what it is, why it’s important, and how individuals can successfully adopt it. By providing this context, we aim to empower our stakeholders with the knowledge they need to make informed choices.
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We focus on fostering awareness and understanding, helping individuals grasp the significance of the target behaviour and its impact. By creating a deeper connection to the issue, we inspire them to engage with the topic meaningfully (most storytelling and documentaries stop here).
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We establish guidelines that encourage or limit certain behaviours, creating a framework that supports positive change. By doing so, we help steer individuals towards actions that align with our conservation goals while also addressing any behaviours that may hinder progress (most conservation projects stop here).
Socialise Change
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We harness the power of social influence by tapping into the behaviours, beliefs, and expectations of others. By fostering a sense of community and shared purpose, we create an environment where positive change is not only encouraged but also becomes the new social norm.
Ease Change
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We work to adjust the real or perceived costs, time, and effort associated with adopting a new behaviour. By making it easier and more accessible, we empower individuals to take action without feeling overwhelmed or discouraged.
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We focus on altering the context in which decisions are made, creating environments that naturally encourage positive choices. By reshaping these settings, we help guide individuals towards behaviours that align with our conservation goals, making it easier for them to make the right decisions.
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Remember, these efforts should always be accompanied by an impact evaluation framework (see Chapter 7) to ensure we are effectively measuring our progress and outcomes. This evaluation will help us determine whether our interventions are fostering the appropriate behaviours needed to mitigate conservation threats and promote long-term sustainability.