Energy management makes sense for the bottom line and for sustainability. However, other priorities within organizations often become more pressing than energy management projects. Behaviour change strategies are a powerful approach to overcome the common barriers to energy management.
Eric Mazzi is an energy manager, consultant and engineering instructor from Vancouver. He recently contributed to a chapter in eighth edition of Guide to Energy Management (Fairmont Press, 2016), adding valuable insight into the common barriers to energy management. Mazzi offers the following ideas on how to overcome these challenges:
Barrier 1: Cognitive biases
As errors in our way of thinking, cognitive biases lead us to improper or false assumptions. The human brain may be extremely powerful, but external or unknown influences can impact our decision making.
Mazzi explained it is important to understand how cognitive biases can impact the perception and practice of energy management.
“Without understanding the underlying cognitive biases, energy managers will have more of a superficial level of knowledge to apply behavior change tools and techniques,” the chapter reads.
“By analogy, this is like someone using engineering formulas, without understanding how the formulas were derived or what assumptions are necessary to validate their use in special applications.”
Here are some ways cognitive biases impact energy management iniativies:
- The long-term payback of energy management programs seems less appealing than short-term rewards
- Sticking with what has “always” been done, even if it is less energy efficient
- Reluctance to change
- People may think they act in “better” ways, and then don’t need to adopt extra efficiency measures
Barrier 2: Challenges to implementing efficiency projects
There are many burdens that may arise when proposing new projects. Many facility and energy managers are well aware of the challenges. Here are a few that Mazzi raised:
- Misunderstanding or lack of awareness of information
- Different and sometimes opposing goals, such as keeping down capital costs or keeping down operating costs
- Hidden, unexpected or unknown costs
- Risk, both real and perceived
- Status quo and keeping on doing what has been going on
- Limited authority to make substantial changes
Overcoming the challenges with behaviour change
The technology is available and if it is implemented correctly, there can be significant improvement in energy efficiency. The big key to realizing effective energy management is ensuring the people – from administration to building occupants – are on board. By focusing on behavior change, energy managers can make a meaningful difference.
“Implementing programs that acknowledge and account for this behavior is a relatively new dimension of energy management,” says the chapter.
“Most of the theory and a majority of the programs developed to date have been aimed at the residential sector and the individual energy behaviors residents engage in at home. Commercial, institutional, and industrial operations have a lot to gain from following this lead.”
Mazzi outlined three principles to encourage acceptance and support of energy management programs from all stakeholders.
- Context – Every building is different, and even over time the building’s needs change. Adjust your approaches for the specific needs of every facility.
- Continuous improvement and not a one-time improvement – Energy management is the continuous optimization of systems. It is a process and not a single isolated project. Human patterns are adjusted by continuously discussing and implementing changes.
- Include everyone – Make sure everyone feels valued and allow participation from all stakeholders.
An energy manager’s job is far more than maintaining facilities; they are experts in creating positive change in individuals.
Mazzi outlined more tips to encourage positive behaviour change in the book, available from Fairmont Press.