Watch your neighbors (’electricity use)


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Surprising fact:


When customers received information on the energy consumption of their neighbors, average energy use declined by 1.2 to 2.1 percent.

( fromThe NBER Digest — February 2010
National Bureau of Economic Research
http://papers.nber.org/papers/W15386 )

PEER COMPARISONS REDUCE RESIDENTIAL ENERGY USE

Ian Ayres, Sophie Raseman, and Alice Shih

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When utility customers are told how much energy their neighbors use, those who are consuming more than average tend to cut their consumption. Average energy use declines by 1.2 to 2.1 percent, and the savings are sustained for periods of many months, according to a new study by Ian Ayres, Sophie Raseman, and Alice Shih. In Evidence from Two Large Field Experiments that Peer Comparison Feedback Can Reduce Residential Energy Usage (NBER Working Paper No. 15386), the authors examine data from two field experiments carried out by West Coast public utilities. “Together, the [two] experiments provide compelling evidence that properly framed peer comparisons can predictably lower energy consumption, particularly of the highest energy using households,” they write.

Previous studies of the provision of peer information have found mixed results. However, this study analyzes a far broader customer base than past studies: 35,000 customers of the Sacramento Municipal Utility District (SMUD) and 40,000 customers of Puget Sound Energy (PSE). It also examines the phenomenon over a relatively long period (12 and seven months, respectively), looks at daily impacts on energy use, measures changes for both electricity and natural gas, and investigates the effects of different timing and formats of energy-saving messages.

In both the SMUD and PSE experiments, certain households were randomly assigned to control and test groups. The test groups were sent reports, either on a monthly or quarterly basis, showing the energy use of similar homes in their area. These reports contained not only da

ta but also messages (including emoticons, computerized happy faces) designed to convince customers of the virtues of energy conservation.
On average, the effects of such reports were larger for families living in lower-value houses than for families in higher-value houses. Also, the households with relatively higher energy use tended to save more than those with relatively lower energy use.

In Sacramento, the energy reports did not produce a “boomerang” effect  there was no evidence that households using the lowest amount of energy increased their energy consumption once they found out how much more energy their neighbors were using. But in the PSE experiment, the homes using the least amount of energy before the study did boost their consumption by an average of 3.4 percent. By contrast, the highest energy-using households decreased their energy use by an average of 6 percent, so overall energy demand declined.

In the SMUD experiment, households receiving monthly comparison reports saved $31 a year in reduced electricity usage; those getting quarterly reports saved $13. Extrapolating from these results suggests that if the mailings had been sent to all of SMUD’s customers, they would have saved $15.2 million and used the equivalent of 9 million fewer gallons of gas.

In the case of PSE, the average household saved almost $14 a year in reduced electricity usage and $11 in reduced natural-gas use if they received monthly reports with comparisons. Those who received the mailings quarterly saved almost as much: $11.19 and $11.09, respectively. If the program were extended to send quarterly comparisons to all PSE customers, the authors estimate that the utility’s customers would save $20.7 million a year and use 14.3 million fewer gallons of gas.

In both experiments, energy use dropped almost immediately after the mailings went out, suggesting that households were making behavioral rather than durable changes (remembering to turn off lights rather than, say, caulking their windows). Also, in the PSE experiment, where researchers could track daily energy use, the biggest changes came during two-day periods around the weekends, suggesting that reductions occurred because customers were being more mindful of their energy use. The authors warn that these results are not conclusive, however.

The authors conclude that “experiments suggest that privately-delivered peer comparison feedback, such as direct mailings, might prove an effective tool in a range of other situations.” For example, “schools might mail parents reports of how many absences or times late their children had compared to peers. Dentists might send mailings to their infrequent visitors indicating how often typical patients come in for cleanings. A gym might inform its lazier patrons of how often typical members work out.”

– Laurent Belsie

The Digest is not copyrighted and may be reproduced freely with appropriate attribution of source.

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Evidence-based HR Management


I firmly believe that Evidence-Based Management is one of the soundest approach to management.

A study published by the National Bureau of Economic Research (NBER) shows how HR practices can be studied as empirical hypothesis (and then applied to HR management):

productivity rises by 10 percent when incentive pay and a set of complementary HR practices are introduced. Using data on workers installing windshield in cars, Lazear (2000) shows that productivity increases by 44 percent when piece-rate pay is introduced. Using data on workers picking fruit, Bandiera, Barankay, and Rasul (2005) show that productivity rises by 58 percent when piece-rate pay is introduced.

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Gems of the week- November 18, 2009


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Gems of the week- October 21, 2009


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Gems of the week- October 14, 2009


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Energy-Aware Internet Routing


An Internet-routing algorithm that tracks electricity price fluctuations could save data-hungry companies such as Google, Microsoft, and Amazon millions of dollars each year in electricity costs. A study from researchers at MIT, Carnegie Mellon University, and the networking company Akamai suggests that such Internet businesses could reduce their energy use by as much as 40 percent by rerouting data to locations where electricity prices are lowest on a particular day.

See the whole story there.

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[Presentation] Knowledge Management and the Tribunal of Experience


Knowledge Management and the Tribunal of Experience

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Microsoft Vs Google in the Smart Meter Arena


How Will Microsoft’s Hohm Measure Up to Google’s PowerMeter? | Culture Buffet | Fast Company.

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Great presentation to Understand the Green Energy Act and Feed-in tariff: Innovation & Ontario’s Feed-in Tariff Program by Paul Gipe

Ontario Feed-In Tariff Program

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On July 15, I will be presenting at the Knowledge Worker Meetup, in Toronto. Here is the abstract:

Knowledge Management and the Tribunal of Experience
Benoit Hardy-Vallee, PhD

our statements about the external world face the tribunal of sense experience not individually but only as a corporate body.
- W.V.O. Quine

“Knowledge” is an elusive, abstract concept, yet we use it everyday. I would like first to take the time to discuss this concept, highlight its key dimensions and suggest how knowledge management should be sensitive to a proper theory of knowledge. To do so, I will briefly revisit (at a high level, it’s Wednesday night for Pete’s sake!) the main tenets of contemporary epistemology, i.e., the theory of knowledge. The goal is to make the case for a conception of knowledge that properly differentiates knowledge from information. One of the key differentiators is that knowledge has to be justified, and ultimately it must face what Quine called the “Tribunal of Experience”: empirical evidence.

Having put that in place, I will argue that the framework known as “Evidence-Based Management” (Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management, by Sutton & Pfeffer, 2006, HBS) is the surest bet as to how we should manage knowledge and even that Evidence-Based Management is Evidence-based Knowledge Management. A commitment to fact and evidence, I will suggest, should make us sensitive not only to facts about organizations but also to important facts about the Knowledge Worker: our own cognitive biases are the worst threat to knowledge, hence to its optimal management.

Speaker. Benoit Hardy-Vallee, Phd.

Benoit Hardy-Vallee is a consultant in the Operations Support Services (Utilities & IT practice) of SBR Global. Born in Quebec, he studied Philosophy of science and cognitive science in Montreal, Paris, Waterloo and Toronto. He worked as a project manager, web developer, event organizer, researcher and lecturer before entering management consulting at SBR Global, where he helps organizations reach their goals. His blog, Management Epistemology (http://www.hardyvallee.net), discusses organizational behavior, consulting and the energy industry. His interest for Knowledge Management started during his academic years. It continues to spark his intellectual and professional interest. Benoit also practices karate regularly. Currently at the brown-belt level, he hopes to get his black belt next year.

Additionally, Benoit has been a member of this Meetup group since its inception in January 2009

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