Research into the Motivation of Eco-Social Activists

Claire’s thesis studied 100 UK based eco-social activists’ motivation for action – to understand why and how they were acting, and what lessons could be learnt and what tools used to enable people to act for social change

Key lessons learnt in the motivation of agents for social change

We can understand other people motivations for social-change through thinking about our own motivation, byunderstanding others’ experiences, and looking at psychological studies on behavioural change.

These findings have profound impact if adopted into our understanding of social change movements:

• Key people, events and situations provide individuals with the impetus and motivation to act. Key people include close family, friends, mentors and ‘heroines’ – both famous figures and ‘ordinary folk’. Events and situations at personal, local and international levels provide us with reasons to act; from a case of injustice, to a physical or ideological threat.
• People need help and support to become more effective in their actions - through tools, contacts, systems and personal development opportunities.
• Stimulating educational experiences that challenge and develop us are critical throughout life, though the opportunities and impact are usually greater at a younger age.
• Feedback through information provides us with the necessary awareness of discrepancies and inconsistencies – between how things are and how we want them to be.
• Positive examples, news and information is necessary – to inspire some and emotionally encourage others. We all like to hear some good news every now and then, it’s human. There’s enough ‘bad stuff’ out there to sink the planet, but the good stuff is happening all the time, in many ways, and this is what gives people hope, courage, strength….motivation when they’re all burnt out.

Theories and evidence from research into behavioural and addictions psychology show the 3 key success factors for behavioural change are:

1. Lack of ambivalence to change
2. Confidence that change is possible and is desirable – that there is a discrepancy between what is happening and what you want to happen.
3. An empathetic/ supportive counselling or message style, that is not confrontational and has positive expectations

Thus for long-term behavioural change we need to ask ‘What do people value?’ and help them/ us understand ‘What’s in it for me’ rather than promoting a need for action through fear or threat type messages. We should promote the benefits for change, for self and others. It’s hard and scary doing new things as most people want to be comfortable and secure.

In short, motivation for action comes through a mix of: self-belief, an awareness that you want to do it and why you want to do it, knowledge about how to do it, and a supportive encouraging approach so that you can do it.