Focus groups conducted in two urban areas in New Zealand explored perceptions of natural hazards and disaster preparedness. The groups were structured by socio‐economic status, gender, age, and cultural background. Participants were generally aware of likely major hazard events but few maintained emergency kits or had prepared emergency plans. People held an optimistic attitude, believing they could cope with disaster. Differences amongst the groups included the inability of lower socio‐economic groups to afford emergency kits or insurance and evidence of strong supportive networking among Maori and Samoan groups.

Although natural hazards information is enthusiastically promulgated, research shows that the majority of the public adopt few of the self-protective behaviours recommended by civil defence authorities. Fear appeals seem to be unpredictable in their results and largely ineffective in their desired outcomes. Some of the complex factors intervening between perception and behaviour are reviewed. Communication that induces a community to make itself better prepared against natural disasters must incorporate messages inspiring people to find it worthwhile to search for more information about what they and their neighbours and friends can do for themselves to reduce the risks.

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It is argued that, despite evidence that technology transfer may not happen or may happen in unforeseen ways, exponents behave as if innovation will automancally occur and proceed without much further involvement by them with potential adopters. However, innovation implies change, which is not usually easy. Diffusion studies show that innovative products or ideas have to compete with what already exists and that there is a diversity of attitudes towards them. Consideration of failures often shows that the attitudes of people who are expected to change have been inadequately considered. The A VICTORY mnemonic provides a much better framework for understanding decisions people make. Apart from their perceptions often being different from those of the experts, people often work in an organisation or system which prevents knowledge being utilised or change being implemented. To improve the success rate of technology transfer, a well planned psychological operation is needed, based on studies of what persuades people of their need to change, and involving them at all stages of development of the new product or idea.

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