In order to change travel behaviour, you must understand people Civitas forum2014 Rick Lindeman...

In order to change travel behaviour, you must understand people

Civitas forum2014

Rick LindemanRijkswaterstaat

Netherlands Ministry of Infrastructure and the Environment

Programme

• Behavioral Change Models

• Case 1: Optimizing use

• Behaviour in Civitas+

• Case 2: Funchal

• Case 3: Zagreb

• Exercise: Customer Journey

2 Ministry of Infrastructure and the Environment

BJ Fogg’s Model


BJ Fogg. (2007). [Graphic illustration of the Fogg Behavior Model]. BJ Fogg's Behavior Model.Retrieved from http://behaviormodel.org/.

Cialdini


6 principles

• Reciprocity,

• Scarcity

• Authority,

• Consistency,

• Liking,

• Consensus


Kahneman


• Two systems• System 1: fast

decisions based on reptile brain, experience, emotion

• System 2: Slow, Thoughtful

The Dutch programme ‘Optimising Use’

• Smart use of infrastructure• Improving accessibility of 12 urban regions • Cooperation between government, science and industry

• Goals:– Improve traffic flows– Reduce congestion – Make travelling safer, less time-consuming,

cheaper and more comfortable

Ministry of Infrastructure and the Environment8

The Dutch programme ‘Optimising Use’ (continued)

• 300 projects with measurable outcomes• Tailored to the 12 regions

• Mix of solutions, e.g.:– Spread traffic volumes over the course of the day– Promote e-working– Promote the use of alternative transport modes

• Innovation: connecting services, behaviour and technology


To get the best out of the programme,we analysed more than 100 cases

Input:• Existing evaluation reports • Primarily cases from projects executed

prior to the start of the programme

Ministry of Infrastructure and the Environment

Output: • Qualitative conclusions on behavioural mechanisms• No quantitative conclusions due to poor quality of data

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We used a framework from BIT UK for the analysis


Outcomes


It all starts with a good understanding of people’s

behaviour

Good understanding of current and desired behaviour is a:

– Prerequisite

– Pre-investment


Tailor intervention, based on a good understanding

Useful ingredients:

• Timing Make use of ‘discontinuities’• Ease Remove any hurdles• Motivation - Make it rewarding (monetary or non-monetary)

- Provide feedback

- Strengthen will-power

- Make experience nice (not unnecessarily harsh)• Social influences Make use of social proof, commitment, etc.• Personal Tailor-made, and try to avoid negative group-

thinkMinistry of Infrastructure and the Environment14

An example: ‘Avoid the Peak in Brabant’

• Participants received financial reward if they avoided peak traffic in Den Bosch and Eindhoven

• With the ‘personal avoidance plan’, a 27% higher success rate


Key ingredients of the personal avoidance planMotivation:• By making a personal avoidance plan, people strengthened their will-

power (‘implementation intention’, ‘self persuasion’)• Participants got extra motivated by feedback on their travel behaviour

Social factors:• Also feedback on the travel behaviour of others (‘social proof’)• By submitting the plan, people felt themselves committed

Personal:• The travel information provided was tailor-made


Invest in monitoring and evaluation

• Test-Learn-Adapt, just like BIT UK• Monitoring and evaluation requires preparation• The basis is found in the previous two steps

Only then do you know what to monitor


Conclusions

• ‘Avoid the Peak in Brabant’ is a best practice

• In many cases, there is room for improvement

• Essential:


Behaviour in Civitas

• Understanding: Zagreb, Funchal, Bologna

• Interventions: Gdansk

• Results: Utrecht, Gent


Interventions


Funchal

• Claudio Mantero

• Understanding tourist needs


Lidija Pavic-Rogosic

• Listening to the elderly

• Zagreb


Conclusions

• An number of interesting cases

• Behaviour not the starting element for interventions in Civitas

• The evaluation was measure based, not behavioural change based, making it more difficult to reproducte


Customer Journey

• Service DesignThinking

• Understanding your customers

• Tool for discussion


Elements

• Context; describing the situation

• Job; was has the customer have to do (show ticket)

• Touchpoint: Interaction with the customer

• Emotion: how does he feel.

• Company actions: What can/did the transport company


Exercise

• Group of 5 (your table)

• trip to Casablanca of the oldest at the table

• Break the trip in small steps

• What did the others learn?

• Ideas for improvement?


Thank you

• Rick Lindeman

• +31-6-53926589

• [email protected]

• @romanista


In order to change travel behaviour, you must understand people Civitas forum2014 Rick Lindeman...

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