Does sustainability communications need a little alchemy?

07/12/24

Author: Philip Gibson

2 minutes read

You may or may not be familiar with the work of Rory Sutherland and his book ‘Alchemy – the surprising power of ideas which don’t make sense’.

The principle behind this is that individuals make decisions and act based on their psychological and social influences and responses, as well as based on logic. In fact, often people will make apparently irrational decisions unconsciously, based on psychological reasons.

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The Twig team provides fantastic support across a variety of communications responsibilities.

Kate Durrans , Owner Communication Manager, - Arla Foods UK

Are we thinking too logically?

On that basis, Sutherland argues that alongside science and logic there are also a large number of irrational solutions to human challenges just waiting to be discovered if only we think differently.

Given the team here at Twig spends a considerable amount of time working with clients on farmer engagement around sustainability, and the behavioural change that requires, this idea is interesting to us.

The default for a lot of organisations’ sustainability communication is to start with the need for change: we face climate disaster, nature is in crisis, the impact on humanity will be catastrophic, farmers are at the forefront – all of these are logical reasons to act. Some go further, and explain the legally binding net zero targets, how farming plays a disproportionately large part in most organisation’s carbon emissions, and how farmers must demonstrate progress in decarbonising production to secure the future. Often this is accompanied by requests for data, carbon footprinting and recordkeeping and, occasionally with a small financial reward for compliance.

When behaviour defies logic, what next?

And yet, despite overwhelming evidence, sound logic and science and even financial rewards, many farmers remain hesitant to change. A lot of this is down to the way organisations are communicating, and understanding the behavioural aspects behind decision-making might be critical to unlocking farmer engagement and progress.

When we’re shaping farmer engagement programmes, we spend a lot of time thinking about what and who shape farmer behaviour. We consider current pressures, economic concerns, risk aversion and resistance to change, social dynamics and access to information. We try to get to the bottom of why farmers act in a certain way, and think of innovative approaches we can apply when we develop communication programmes, focusing on:

Framing and messaging – how information is presented can greatly influence decision-making, reducing perceived risk and demonstrating benefits
Behavioural nudges – the recognition that farmers get from acting
Simplifying complexity – creating simple, actionable steps can make adoption seem more manageable
Leveraging social norms – shifting perceptions by normalising new approaches
How it feels as much as about facts – positioning sustainable change as something that benefits the individual not the organisation asking (or wider society) is a powerful way to inspire change

Think differently

We face a time of unprecedented change. Change is hard. Thinking differently is required. Sometimes a slight change to the way you communicate, or the message you share can make all the difference. Perhaps a little alchemy can unlock meaningful progress for your organisation.