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      1. Psykologi och pedagogik
      2. Psykologi

      Understanding Hard to Maintain Behaviour Change

      A Dual Process Approach

      AvRon Borland

      Häftad, Engelska, 2014

      Del i serien Addiction Press

      770 kr

      Beställningsvara. Skickas inom 5-8 vardagar. Fri frakt över 249 kr.

      Fler format och utgåvor

      E-bok

      877 kr

      E-bok

      877 kr

      Beskrivning

      The book presents an integrative theory of hard-to-maintain behaviours, that includes hard-to-reduce or eliminate behaviours like smoking and other drug use, overconsumption of food or unsafe sex, and hard-to-sustain behaviours like exercise and sun-safe behaviours. Most of the examples come from the author's work on tobacco smoking, but it is relevant to anyone who is concerned to understand why some forms of desirable behaviour are so hard to achieve, and to those trying to help people change. It also has important implications for public health campaigns and for the development of policies to nudge behaviour in desirable ways.The book provides readers with frameworks to: Determine whether a "hard to maintain" behaviour is a result of the skills needed to perform it, its reinforcement history, the way the person thinks about it, the context, or some combination of these.Better integrate cognitive and behavioural change strategies, including emergent strategies related to mindfulness and acceptance, plus novel ways of retraining operational processes.Understand the different nature of challenges for behaviours where multiple attempts are typically required before the desired behaviour pattern is sustained.Better understand the role of feelings and emotions as influences on behaviour.Understand the limits of environmental factors to determine change.Understand the limits of self-control and will-power.

      Produktinformation

      • Utgivningsdatum:2014-01-31
      • Mått:170 x 244 x 15 mm
      • Vikt:399 g
      • Format:Häftad
      • Språk:Engelska
      • Serie:Addiction Press
      • Antal sidor:256
      • Förlag:John Wiley & Sons Inc
      • ISBN:9781118572931

      Utforska kategorier

      • Psykologi inom Psykologi och pedagogik
      • Samhällsmedicin och preventiv medicin inom Medicin
      • Personlig utveckling inom Psykologi och pedagogik

      Mer om författaren

      Ron Borland PhD is the Nigel Gray Distinguished Fellow in Cancer Prevention, at the Cancer Council Victoria, Australia where he has worked since 1986. He also has honorary appointments at the University of Melbourne and Monash University. His background is in psychology with degrees from Monash University and the University of Melbourne.  Prior to joining the Cancer Council, he worked as a psychologist at a major psychiatric institution in Melbourne and in Papua New Guinea. He has over 300 publications in peer-reviewed journals, mostly related to aspects of tobacco control. He is one of the Principal Investigators of the International Tobacco Control Policy Evaluation Project: an international collaboration currently active in over 20 countries. His main research areas are studying the impact on smokers of tobacco control policies, understanding determinants of smoking cessation outcomes, and developing and evaluating mass-disseminable interventions to help smokers quit.

      Recensioner i media

      “Borland has written a succinct but powerful account of hard to maintain behaviour changes and the next step is to integrate this into services so that the model can be empirically tested and refined.”  (Drugs, Education, Prevention and Policy, 27 October 2015)

      Innehållsförteckning

      • Preface ixAcknowledgements xi1 An overview of the theory 1Context 4Limitations of the existing theories 5Core elements of CEOS 12Conceptual underpinnings 14The generation of behaviour 17Capacity of the ES 19Initiation versus maintenance of behaviour 20The relationships between the two systems 21Story creation within the ES 22Biological constraints 22Elaboration of CEOS theory 24References 262 Characteristics of hard-to-maintain behaviours 31Types of behaviour to change 31What makes some behaviours hard to maintain? 34Hard-to-reduce/resist/eliminate behaviours 37Addictions versus other HTR behaviours 38The example of smoking 40Hard-to-sustain behaviours 44Examples of HTS behaviours 45Combinations of both kinds of behaviour change 46Replacements and substitutes 47What is learnt in HTM behaviour change 48References 503 The roles of the operational and executive systems 54The Operational System 55The nature of the Operational System 55Functions of the Operational System 60Modifying OS functions 62The Executive System 65Core capacities of the ES 66Inputs to the ES 69Stories and the roles they play 72What the ES can do 75Limitations of thinking 81Self-regulation 85The stability of change 86Relationship of CEOS to other dual-process theories 86References 944 Environmental influences: the context of change 98The relatively stable environment 99The social environment and social norms 102Modelling and vicarious learning 103Changing the broader environment 104Regulation and legislation 106Public education 109The interactional environment 110Requisites for behaviour 110Interpersonal influences 111References 1145 Conceptual influences on change 117Framing the problem 118Message framing 120Mechanisms of persuasion 122Organisation of concepts about change 125Core beliefs and values 126The desirability of change 127Influences on goal desirability 127Priority 130Decisional balance 131Goal achievability 133Analysis of the challenge (task difficulty) 133Self-efficacy 135Beliefs that can interfere with behaviour change 137References 1396 The structure of the change process 142Tasks involved in behaviour change 143Getting behaviour change on the agenda 145Goals 146Making an attempt to change 148Scripts 152Commitments to change 154Maintaining change: perseverance 155Determinants of maintenance/relapse 159Drivers of relapse 160Maintaining appropriate beliefs 161Influences on self-control 163Influences on reorienting the OS 164Recovering from setbacks 165Feedback and evaluation 166Repeated attempts are the norm 167Hardening: the changing nature of the population who have not changed 169References 1717 Interventions for behaviour change 176Internal and external perspectives on change 177Differences between HTR and HTS behaviours 178Enhancing executive function: optimising understanding 180Framing: defining the problem and options for change 180Feedback and evaluation 182Making relevant knowledge salient 183The occasional value of biases 185Enhancing self-control 186Enhancing executive functions 187Managing and prioritising life challenges 188Implementation intentions 189Enhancing self-reorientation 190Mindfulness and awareness 190Acceptance 191Understanding emotions and attitudes 193Reconditioning the Operational System 194Targeting alternatives to the desired behaviour 196Practice 196Use of drug therapies 197Creating more supportive environments 197Changing the pattern of cues to act 197Rewards and other motivators 198Understanding communication 198Externalising self-control 199The availability of what is required 200Advocating for change 200Integrative strategies 201Building a revised sense of self 201Improving recovery from setbacks 202Optimising a script or plan for action 202References 2058 Using CEOS to advance knowledge 209Key features of CEOS theory 209Reframing thinking 211Key questions to answer for behaviour change 213Contributions of different kinds of research 213Measuring key constructs 215Measuring ES influences on behaviour 217Measures of OS influences on behaviour 218Measures of context 219Elements of a theory-driven research agenda 220Comparisons with other theories 221Implications for reducing inequities 226Concluding comments 227References 229Index 233
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