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What do scientists say about the cultural and behavioral change that sustainability requires?

26 September 2025 News item

What are the deeper mechanisms behind sustainable behavioral and cultural change within organisations? What helps, and what actually backfires? And how can sustainability professionals continue to contribute with energy and resilience? In this edition of ‘What do scientists say about…’ researchers Noelle Aarts, Willem Elbers, and Esther Papies reflect on the deeper mechanisms behind behavioral and cultural change in organisations. Noelle Aarts: "Our research shows that the most important thing is that people feel heard."

Noelle Aarts: ‘Listen carefully to one another’

The transition to a sustainable organisation doesn’t happen overnight. It requires cultural and behavioral change. How do you engage employees in dialogue about this? “You do that by truly entering into conversation with them, not by trying all sorts of ways to influence them,” explains Noelle Aarts, Professor of Socio-Ecological Interactions. She points to the literal meaning of dialogue: “In a dialogue, the goal is to get to know each other’s positions, ideas, perspectives, concerns, and interests. To understand each other’s norms and values. Not to convince one another, as in a debate or discussion, but to clarify how sustainable behavior fits within the context of other people.”

Aarts emphasizes that recognizing each other’s perspectives should be the starting point. “A dialogue has no winners or losers. No, a dialogue should always lead to a next step. For example: a follow-up conversation. In fact, the main function of dialogue is to constructively build the relationship, so that you can then negotiate together about the question: what do you need in order to behave more sustainably? How can we find common ground?”

According to Aarts, objections may surface during such dialogues, often labeled as 'resistance' within organisations. She sees that as a negative framing: “It’s more effective to look at it differently, asking: under what conditions will people accept the change? Generally, people assess change along three dimensions: 1) is it effective in solving the intended problem? 2) can it be integrated into my life? 3) to what extent is it fair compared to what’s being asked of others. So, does it apply equally to everyone? Often people share the same values, but differ in the norms they use to put them into practice. That’s why it’s important to engage in dialogue about those differences, instead of judging each other based on assumed values.”

Her advice: “Listen carefully to one another, keep asking until you understand the other person, acknowledge multiple perspectives. And make sure dialogue continues, without stopping. Our research shows that the single most important thing is that people feel heard. If that’s the case, they can live with decisions they didn’t initially agree with. And they are more willing to adjust their behavior. This does not mean that when there are insurmountable objections, the organisation can ignore them. Dialogue is therefore an indispensable tool.”

Noelle Aarts is professor emeritus of Socio-Ecological Interactions. She studies interpersonal processes and communication to create space for sustainable change. Aarts is also one of the teachers for the Young Leadership for Sustainability course.

Esther Papies: "Sustainability is more than making green choices”

"Sustainability means making an organisation future-proof. It’s not just about climate and biodiversity, but also about how we treat somebody," says behavioural scientist Esther Papies. According to her, organisations have a significant influence on systems, ranging from food production to politics. They can show how things can work by making bold choices.

But how do you get employees on board? "Not by talking about the distant future, but by showing what feels good now. We call these co-benefits: choices that benefit the planet and also provide something personal, such as taste, health, or enjoyment. Think of a plant-based lunch that is not only sustainable, but also surprisingly tasty. That works better than just saying it’s good for the environment," says Papies. Her research indicates that this approach significantly facilitates people's acceptance of sustainable changes.

At the university, we are already taking good steps towards sustainability, Papies thinks. However, not every organisation is a role model, such as a university. In other places, change may not come top-down. That’s why bottom-up initiatives are so important. "Many employees do want to work more sustainably, but they think their influence is small (and the board of direction is too intimidating). If people work together and speak up, they can really start something," says Papies. "We often think we are just one person in a big system. However, we often forget that we are, in fact, a system of people. As a group of employees, we can share our concerns and ideas. This creates a certain pressure and inspiration for leaders to join in."

Esther Papies is Professor of Enduring Behavior Change for Sustainability at Radboud University. Her research focuses on supporting the transition of mainstream consumers to a more plant-based diet. Papies is also one of the teachers for the Young Leadership for Sustainability course.

Willem Elbers: ‘Harness the power of change from the ground up’

Women’s suffrage, same-sex marriage ... things we now consider completely normal came about through years of effort by social movements. “People who are ahead of the curve, driven by intrinsic motivation, who organise themselves and succeed in shifting collective norms,” explains social scientist Willem Elbers.

“That same power of movements can be harnessed within organisations, by building a sustainability community,” Elbers says. “This way you tap into the power of bottom-up change, from the shop floor. In larger organisations, you can bring together a lot of energy and create a powerful movement.”

Elbers studied sustainability communities at pharmaceutical company Johnson & Johnson and saw up close what criteria a movement must meet to be successful. “One example is strong leadership within such a community. That is essential. Someone also has to take responsibility for organizing, scheduling meetings, taking minutes, and ensuring that actions are followed up. Community members often contribute alongside their regular jobs and have limited time. That’s why they must be supported.”

Speaking of support: if an organisation really wants to take sustainability seriously, Elbers recommends actively supporting such communities. That strengthens its own policies. But it can also be challenging. “You’re supporting a group that holds a critical mirror up to the organisation.”

If a sustainability community really wants to make an impact, Elbers warns against focusing solely on things like vegan sandwiches or an annual biodiversity day for staff. “Those initiatives help to raise awareness or enthusiasm, but to create real impact, you need to push for sustainability in the core tasks of your organisation. At a university, those are education and research. For a company, that might mean greening your production chain.”

Communities can achieve a lot, but only if the organisation is willing to support them and embrace sustainability broadly. Unfortunately, Elbers observes that the top levels of organisations don’t always see the absolute necessity of sustainability: “The short-term economic incentive is missing. The belief is that sustainability only costs money and can weaken competitiveness. In addition, there is no clear legislation pushing companies to act on sustainability. And often the knowledge to do it properly is lacking.”

While communities mainly drive change from within, organisations themselves can also apply external pressure: “For example, by calling for clearer and stricter legislation. Or by choosing to work only with sustainable suppliers. When a large organisation starts setting requirements, others quickly follow.”

Willem Elbers is lead trainer of the Master in Global Challenges and will launch a programme in 2026 on Community Building for a Sustainable Future. His research focuses on citizen participation and inclusive development. Elbers is also one of the teachers for the Young Leadership for Sustainability course.

Develop your knowledge and skills in sustainability

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Contact information

Organizational unit: Education for Professionals
About person: Prof. M.N.C. Aarts (Noelle) , Dr W.J. Elbers (Willem) , Prof. E.K. Papies (Esther)
Theme: Sustainability, Behaviour, Management