In this paper, we explore the way in which institutional contexts mediate
values-focused behaviour change, with potential design implications. We use concepts
taken from training research, where “learning transfer” refers to the translation into
practice of the learning acquired during training: it is considered necessary to generalize it
for the job context and for it to be maintained over a period of time on the job. In this
paper, we analyse the example of one education for sustainable development (ESD)
intervention that is already established as pedagogically effective when it is deployed in
diverse institutional environments worldwide—the Youth as Agents of Behaviour Change
program of the International Federation of Red Cross and Red Crescent Societies (IFRC).
This allows an opportunity to consider variations in learning transfer due to distinctive
moderating institutional features, which can now be understood in terms of varying transfer
climates, levels of leadership support and opportunities to practice. Additional barriers of
tokenistic consultation, lack of role clarity and perverse effects of increased distance
between trainees and their colleagues on return were also seen. ESD programs intending to
bridge the values-action gap could benefit from not focusing only on the training content,
but pre-planning organisational support for returning trainees and including in the training
ways for them to assess and plan to overcome such difficulties.