We Act on What We Can Relate to

We might understand the problem. We might agree that it matters.But we don´t really relate to it. (So we don´t act on it.)

In the article What we don´t know we are thinking, I brought up unconscious factors that influence our decision-making. In this issue, I focus on the lack of personal experience that leads us to ignore or undermine even highly relevant information.

What We Perceive

As humans, we are wired to respond to what we have direct personal experience of or can perceive with our own senses. We react to what we can see and feel, and can understand the immediate and tangible consequences. 

On the other hand, we struggle to fully grasp abstract impacts and long-term consequences or pay the same attention to distant events than we do to the ones closer to us.

It is a feature of how we process the world. 

It makes sense to function based on what is actually happening here and now instead of imagining distant events with limited context.

But when it comes to global events or global operations of companies, this feature limits our ability to give enough weight to the consequences of our own actions on others.

Linked, But not Connected

The global value chains link us to people and places far away, but don't connect us physically or socially. We don´t show the same level of interest in physically distant events as we do in our everyday surroundings, nor do we feel the same closeness to people outside of our social groups. 

Thus global value chains challenge our ability to relate to everyone involved. When purchasing decisions, we might know at least at some level that there might be issues related to wages, rights or even safety. But our ability to understand differences in working conditions across societies is limited and shaped by our own experiences.

This can lead us to rationalize, for example: “Because I’m struggling financially, I have the right to buy products made by someone who was not paid fairly,” even if the levels of poverty are vastly different.

Better Sooner Than Later

When it comes to climate change, our perception is truly put to the test. We cannot directly see the connection between our actions and greenhouse gases, which are themselves invisible to our senses. We are not really experiencing any consequences at the time of action.

And there it is: time. Another layer of distance.

We are wired to respond to what is immediate, not to what is happening in the future.

As a result, we treat present events with urgency, while future consequences feel abstract and less pressing. In the case of climate change, we are aware of a serious long-term issue, but are failing to act in time.

Bring It Closer 

How can this insight be applied to sustainability communication?

This does not necessarily mean that a brand needs to communicate sustainability issues more dramatically or alarmingly. Instead, it calls for a practical shift in thinking. 

Rather than just explaining, consider how your communication could make the experience more real.

What brings your value-chain closer to the end-consumer? 

When you can´t reduce physical distance, increase visibility.

When you can´t overcome social distance, create a more personal connection.

Even if you can´t ignore long-term effects, highlight more immediate benefits

Because when something becomes part of our perceived reality, it starts to matter differently. 

When we relate, we begin to take ownership. And then there’s a much greater chance that we will act.

How Can I Help You?

If sustainability feels distant to the customer, it doesn't really influence them.

I help companies make sustainability tangible and easier to relate to. It isn't just information, but feels meaningful and influences decisions.

My Human Intelligent Communication method is based on understanding how people actually perceive the world and make choices. Together, we can identify where sustainability communication remains too abstract and how to bring it closer to the customer’s everyday life, experience, and decision-making.

The goal is not to add more information, but to increase relevance.