This is a very long article by Jon Gertner from the Sunday Times, but it is full of fascinating insights and worth the read if you have the time. I’ve included the first section but to continue reading, go to the Times site link at the bottom.

Two days after Barack Obama was sworn in as president of the United States, the Pew Research Center released a poll ranking the issues that Americans said were the most important priorities for this year. At the top of the list were several concerns — jobs and the economy — related to the current recession. Farther down, well after terrorism, deficit reduction and en­ergy (and even something the pollsters characterized as “moral decline”) was climate change. It was priority No. 20. That was last place.

A little more than a week after the poll was published, I took a seat in a wood-paneled room at Columbia University, where a few dozen academics had assembled for a two-day conference on the environment. In many respects, the Pew rankings were a suitable backdrop for the get-together, a meeting of researchers affiliated with something called CRED, or the Center for Research on Environmental Decisions. A branch of behavioral research situated at the intersection of psychology and economics, decision science focuses on the mental proces­ses that shape our choices, behaviors and attitudes. The field’s origins grew mostly out of the work, beginning in the 1970s, of Daniel Kahneman and Amos Tversky, two psychologists whose experiments have demonstrated that people can behave unexpectedly when confronted with simple choices. We have many automatic biases — we’re more averse to losses than we are interested in gains, for instance — and we make repeated errors in judgment based on our tendency to use shorthand rules to solve problems. We can also be extremely susceptible to how questions are posed. Would you undergo surgery if it had a 20 percent mortality rate? What if it had an 80 percent survival rate? It’s the same procedure, of course, but in various experiments, responses from patients can differ markedly.

Over the past few decades a great deal of research has addressed how we make decisions in financial settings or when confronted with choices having to do with health care and consumer products. A few years ago, a Columbia psychology professor named David H. Krantz teamed up with Elke Weber — who holds a chair at Columbia’s business school as well as an appointment in the school’s psychology department — to assemble an interdisciplinary group of economists, psychologists and anthropologists from around the world who would examine decision-making related to environmental issues. Aided by a $6 million grant from the National Science Foundation, CRED has the primary objective of studying how perceptions of risk and uncertainty shape our responses to climate change and other weather phenomena like hurricanes and droughts. The goal, in other words, isn’t so much to explore theories about how people relate to nature, which has been a longtime pursuit of some environmental psychologists and even academics like the Harvard biologist E. O. Wilson. Rather, it is to finance laboratory and field experiments in North America, South America, Europe and Africa and then place the findings within an environmental context.

It isn’t immediately obvious why such studies are necessary or even valuable. Indeed, in the United States scientific community, where nearly all dollars for climate investigation are directed toward physical or biological projects, the notion that vital environmental solutions will be attained through social-science research — instead of improved climate models or innovative technologies — is an aggressively insurgent view. You might ask the decision scientists, as I eventually did, if they aren’t overcomplicating matters. Doesn’t a low-carbon world really just mean phasing out coal and other fossil fuels in favor of clean-energy technologies, domestic regulations and international treaties? None of them disagreed. Some smiled patiently. But all of them wondered if I had underestimated the countless group and individual decisions that must precede any widespread support for such technologies or policies. “Let’s start with the fact that climate change is anthropogenic,” Weber told me one morning in her Columbia office. “More or less, people have agreed on that. That means it’s caused by human behavior. That’s not to say that engineering solutions aren’t important. But if it’s caused by human behavior, then the solution probably also lies in changing human behavior.”

Among other things, CRED’s researchers consider global warming a singular opportunity to study how we react to long-term trade-offs, in the form of sacrifices we might make now in exchange for uncertain climate benefits far off in the future. And the research also has the potential to improve environmental messages, policies and technologies so that they are more in tune with the quirky workings of our minds. As I settled in that first morning at the Columbia conference, Weber was giving a primer on how people tend to reach decisions. Cognitive psychologists now broadly accept that we have different systems for processing risks. One system works analytically, often involving a careful consideration of costs and benefits. The other experiences risk as a feeling: a primitive and urgent reaction to danger, usually based on a personal experience, that can prove invaluable when (for example) we wake at night to the smell of smoke.

There are some unfortunate implications here. In analytical mode, we are not always adept at long-term thinking; experiments have shown a frequent dislike for delayed benefits, so we undervalue promised future outcomes. (Given a choice, we usually take $10 now as opposed to, say, $20 two years from now.) Environmentally speaking, this means we are far less likely to make lifestyle changes in order to ensure a safer future climate. Letting emotions determine how we assess risk presents its own problems. Almost certainly, we underestimate the danger of rising sea levels or epic droughts or other events that we’ve never experienced and seem far away in time and place. Worse, Weber’s research seems to help establish that we have a “finite pool of worry,” which means we’re unable to maintain our fear of climate change when a different problem — a plunging stock market, a personal emergency — comes along. We simply move one fear into the worry bin and one fear out. And even if we could remain persistently concerned about a warmer world? Weber described what she calls a “single-action bias.” Prompted by a distressing emotional signal, we buy a more efficient furnace or insulate our attic or vote for a green candidate — a single action that effectively diminishes global warming as a motivating factor. And that leaves us where we started.