Chapter 10 - A new vision for the city: transforming behaviours, values and cultures

Abstract

This chapter examines the behaviours, values and cultures that need to be changed to slow city transport. We outline and critique several aspects of transportation demand management (TDM). First, we examine TDM measures based on voluntary change, including nudge theory and social marketing, rather than changes to the transport system. Then we examine TDM approaches that use interventions in the actual transport system to promote changes in the behaviour of individuals. The chapter provides examples of how TDM can be used to either slow motor vehicles or encourage shifts to ‘slower’ modes. We explain how TDM is most successful when several key aspects are integrated: TDM strategies have cumulative and synergistic impacts. We then examine how a focus on individual behaviour change is unlikely to be sufficient to create ‘slow cities’. A shift is needed in the cultural and institutional context of city transport. This is examined under the headings of: leadership; knowledge; professional skills; resources; policies, strategies and community interventions; and cooperation and partnerships. We conclude that creating a ‘slower’, healthier city requires systemic, holistic changes in culture, not simply changes in local infrastructure or nudges and changes in individual attitudes and behaviour: a fundamental change in the prevailing transport paradigm is required.