Design for behaviour change as a driver for sustainable innovation: challenges and opportunities for implementation in the private and public sectors
journal contributionposted on 22.09.2016, 13:13 by Kristina Niedderer, Geke Ludden, Stephen Clune, Dan Lockton, Jamie Mackrill, Andrew MorrisAndrew Morris, Rebecca CainRebecca Cain, Edward Gardiner, Martyn Evans, Robin Gutteridge, Paul Hekkert
Over the last decade, design for behaviour change has become increasingly recognised as a strategy for enabling social change. Despite this, we are far from understanding its implementation, especially through the private and public sectors. This study has surveyed private and public sector stakeholders with regard to their current knowledge of, and approach to, design for behaviour change. The aim was to identify the challenges for professional stakeholders in understanding, accessing and implementing design for behaviour change. Underpinned by a literature review of design for behaviour change theories and approaches, an online survey and two focus groups with private and public sector stakeholders were conducted with particular focus on small and medium size enterprises (SMEs). The results identified that there is a significant disconnect between available theoretical knowledge of design for behaviour change and its practical implementation. Reasons for this include a lack of awareness and common language, of evidence based examples, and of evaluation methods and inter-sector collaborations. In response, a set of recommendations has been developed to propose ways forward for the wider understanding and application of design for behaviour change.
The research presented in this paper has been conducted as part of the ‘Creating Sustainable Innovation through Design for Behaviour Change’ project funded by the Arts and Humanities Research Council, UK, in 2014.