Thermostats are usually set to trigger heating when the air temperature falls below a certain point; similarly, cooling is triggered when the air temperature gets above a pre-set point. The range between those two points is called the “dead band” … neither heating or cooling is activated. The term “dead band” is not widely known outside the HVAC industry, but it’s useful in understanding the challenges (and opportunities) involved in keeping a space comfortable. If the two points are too close together, the HVAC system may cycle often between heating and cooling, particularly on a day of...

Human culture is the most important part of the ecosystem.  It affects both operation (how the components are manipulated) and outcome (perception of comfort). We recommend visiting the building often at different times of day, at different periods during the usage cycle, and always ask for feedback.  You can certainly carry a laser thermometer and measure (objectively) the temperature of different surfaces. But more important, ask people how they feel, are they comfortable – comfort is the goal, after all, not a specific temperature By treating the building and the people in it as an ecosystem...

Investment of any kind (even in renewable energy equipment, or more efficient HVAC equipment) represents both an opportunity cost versus other social investments that might be a better use of the same money, and a significant carbon footprint.  It might take many years to save the carbon invested in a single piece of new equipment. If we can avoid that investment by eliminating the demand for it, we should. In looking for these radically low-cost investments, we follow a deliberately exploratory and sometimes experimental process. What if we can find interventions that can pay back in less than a...

“Tweakonomics” is our word (partly tongue in cheek) for a basic philosophy of solving problems that includes the following characteristics: Look for small changes to current state / process that might deliver some results however small (one degree at a time) Execute, measure, repeat – keep trying new things Look outside the conventional (sometimes way outside) for things to adjust Keep pushing to do more with less Avoid big investments as long as possible Here are some reasons why we think this approach is fruitful and ultimately more innovative: Contemplating big changes often sets...