Understanding Hard to Maintain Behaviour Change: A Dual Process Approach

Cover......Page 1
Title Page......Page 5
Copyright......Page 6
Contents......Page 7
Preface......Page 11
Acknowledgements......Page 13
Chapter 1 An overview of the theory......Page 15
Context......Page 18
Limitations of the existing theories......Page 19
Core elements of CEOS......Page 26
Conceptual underpinnings......Page 28
The generation of behaviour......Page 31
Capacity of the ES......Page 33
Initiation versus maintenance of behaviour......Page 34
The relationships between the two systems......Page 35
Biological constraints......Page 36
Elaboration of CEOS theory......Page 38
References......Page 40
Types of behaviour to change......Page 45
What makes some behaviours hard to maintain?......Page 48
Hard-to-reduce/resist/eliminate behaviours......Page 51
Addictions versus other HTR behaviours......Page 52
The example of smoking......Page 54
Hard-to-sustain behaviours......Page 58
Examples of HTS behaviours......Page 59
Combinations of both kinds of behaviour change......Page 60
Replacements and substitutes......Page 61
What is learnt in HTM behaviour change......Page 62
References......Page 64
Chapter 3 The roles of the operational and executive systems......Page 68
The nature of the Operational System......Page 69
Functions of the Operational System......Page 74
Modifying OS functions......Page 76
The Executive System......Page 79
Core capacities of the ES......Page 80
Inputs to the ES......Page 83
Stories and the roles they play......Page 86
What the ES can do......Page 89
Limitations of thinking......Page 95
Self-regulation......Page 99
Relationship of CEOS to other dual-process theories......Page 100
References......Page 108
Chapter 4 Environmental influences: the context of change......Page 112
The relatively stable environment......Page 113
The social environment and social norms......Page 116
Modelling and vicarious learning......Page 117
Changing the broader environment......Page 118
Regulation and legislation......Page 120
Public education......Page 123
Requisites for behaviour......Page 124
Interpersonal influences......Page 125
References......Page 128
Chapter 5 Conceptual influences on change......Page 131
Framing the problem......Page 132
Message framing......Page 134
Mechanisms of persuasion......Page 136
Organisation of concepts about change......Page 139
Core beliefs and values......Page 140
Influences on goal desirability......Page 141
Priority......Page 144
Decisional balance......Page 145
Analysis of the challenge (task difficulty)......Page 147
Self-efficacy......Page 149
Beliefs that can interfere with behaviour change......Page 151
References......Page 153
Chapter 6 The structure of the change process......Page 156
Tasks involved in behaviour change......Page 157
Getting behaviour change on the agenda......Page 159
Goals......Page 160
Making an attempt to change......Page 162
Scripts......Page 166
Commitments to change......Page 168
Maintaining change: perseverance......Page 169
Determinants of maintenance/relapse......Page 173
Drivers of relapse......Page 174
Maintaining appropriate beliefs......Page 175
Influences on self-control......Page 177
Influences on reorienting the OS......Page 178
Recovering from setbacks......Page 179
Feedback and evaluation......Page 180
Repeated attempts are the norm......Page 181
Hardening: the changing nature of the population who have not changed......Page 183
References......Page 185
Chapter 7 Interventions for behaviour change......Page 190
Internal and external perspectives on change......Page 191
Differences between HTR and HTS behaviours......Page 192
Framing: defining the problem and options for change......Page 194
Feedback and evaluation......Page 196
Making relevant knowledge salient......Page 197
The occasional value of biases......Page 199
Enhancing self-control......Page 200
Enhancing executive functions......Page 201
Managing and prioritising life challenges......Page 202
Implementation intentions......Page 203
Mindfulness and awareness......Page 204
Acceptance......Page 205
Understanding emotions and attitudes......Page 207
Reconditioning the Operational System......Page 208
Practice......Page 210
Changing the pattern of cues to act......Page 211
Understanding communication......Page 212
Externalising self-control......Page 213
Advocating for change......Page 214
Building a revised sense of self......Page 215
Optimising a script or plan for action......Page 216
References......Page 219
Key features of CEOS theory......Page 223
Reframing thinking......Page 225
Contributions of different kinds of research......Page 227
Measuring key constructs......Page 229
Measuring ES influences on behaviour......Page 231
Measures of OS influences on behaviour......Page 232
Measures of context......Page 233
Elements of a theory-driven research agenda......Page 234
Comparisons with other theories......Page 235
Implications for reducing inequities......Page 240
Concluding comments......Page 241
References......Page 243
Index......Page 247