{"product_id":"understanding-hard-to-maintain-behaviour-change-isbn-9781118572931","title":"Understanding Hard to Maintain Behaviour Change","description":"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.\u003cbr\u003e\u003cbr\u003eThe book provides readers with frameworks to:\u003cbr\u003e\u003cbr\u003e \u003cul\u003e \u003cli\u003eDetermine 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.\u003c\/li\u003e \u003cli\u003eBetter integrate cognitive and behavioural change strategies, including emergent strategies related to mindfulness and acceptance, plus novel ways of retraining operational processes.\u003c\/li\u003e \u003cli\u003eUnderstand the different nature of challenges for behaviours where multiple attempts are typically required before the desired behaviour pattern is sustained.\u003c\/li\u003e \u003cli\u003eBetter understand the role of feelings and emotions as influences on behaviour.\u003c\/li\u003e \u003cli\u003eUnderstand the limits of environmental factors to determine change.\u003c\/li\u003e \u003cli\u003eUnderstand the limits of self-control and will-power.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePreface ix\u003c\/p\u003e \u003cp\u003eAcknowledgements xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 An overview of the theory 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 4\u003c\/p\u003e \u003cp\u003eLimitations of the existing theories 5\u003c\/p\u003e \u003cp\u003eCore elements of CEOS 12\u003c\/p\u003e \u003cp\u003eConceptual underpinnings 14\u003c\/p\u003e \u003cp\u003eThe generation of behaviour 17\u003c\/p\u003e \u003cp\u003eCapacity of the ES 19\u003c\/p\u003e \u003cp\u003eInitiation versus maintenance of behaviour 20\u003c\/p\u003e \u003cp\u003eThe relationships between the two systems 21\u003c\/p\u003e \u003cp\u003eStory creation within the ES 22\u003c\/p\u003e \u003cp\u003eBiological constraints 22\u003c\/p\u003e \u003cp\u003eElaboration of CEOS theory 24\u003c\/p\u003e \u003cp\u003eReferences 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Characteristics of hard-to-maintain behaviours 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of behaviour to change 31\u003c\/p\u003e \u003cp\u003eWhat makes some behaviours hard to maintain? 34\u003c\/p\u003e \u003cp\u003eHard-to-reduce\/resist\/eliminate behaviours 37\u003c\/p\u003e \u003cp\u003eAddictions versus other HTR behaviours 38\u003c\/p\u003e \u003cp\u003eThe example of smoking 40\u003c\/p\u003e \u003cp\u003eHard-to-sustain behaviours 44\u003c\/p\u003e \u003cp\u003eExamples of HTS behaviours 45\u003c\/p\u003e \u003cp\u003eCombinations of both kinds of behaviour change 46\u003c\/p\u003e \u003cp\u003eReplacements and substitutes 47\u003c\/p\u003e \u003cp\u003eWhat is learnt in HTM behaviour change 48\u003c\/p\u003e \u003cp\u003eReferences 50\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The roles of the operational and executive systems 54\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Operational System 55\u003c\/p\u003e \u003cp\u003eThe nature of the Operational System 55\u003c\/p\u003e \u003cp\u003eFunctions of the Operational System 60\u003c\/p\u003e \u003cp\u003eModifying OS functions 62\u003c\/p\u003e \u003cp\u003eThe Executive System 65\u003c\/p\u003e \u003cp\u003eCore capacities of the ES 66\u003c\/p\u003e \u003cp\u003eInputs to the ES 69\u003c\/p\u003e \u003cp\u003eStories and the roles they play 72\u003c\/p\u003e \u003cp\u003eWhat the ES can do 75\u003c\/p\u003e \u003cp\u003eLimitations of thinking 81\u003c\/p\u003e \u003cp\u003eSelf-regulation 85\u003c\/p\u003e \u003cp\u003eThe stability of change 86\u003c\/p\u003e \u003cp\u003eRelationship of CEOS to other dual-process theories 86\u003c\/p\u003e \u003cp\u003eReferences 94\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Environmental influences: the context of change 98\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe relatively stable environment 99\u003c\/p\u003e \u003cp\u003eThe social environment and social norms 102\u003c\/p\u003e \u003cp\u003eModelling and vicarious learning 103\u003c\/p\u003e \u003cp\u003eChanging the broader environment 104\u003c\/p\u003e \u003cp\u003eRegulation and legislation 106\u003c\/p\u003e \u003cp\u003ePublic education 109\u003c\/p\u003e \u003cp\u003eThe interactional environment 110\u003c\/p\u003e \u003cp\u003eRequisites for behaviour 110\u003c\/p\u003e \u003cp\u003eInterpersonal influences 111\u003c\/p\u003e \u003cp\u003eReferences 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Conceptual influences on change 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFraming the problem 118\u003c\/p\u003e \u003cp\u003eMessage framing 120\u003c\/p\u003e \u003cp\u003eMechanisms of persuasion 122\u003c\/p\u003e \u003cp\u003eOrganisation of concepts about change 125\u003c\/p\u003e \u003cp\u003eCore beliefs and values 126\u003c\/p\u003e \u003cp\u003eThe desirability of change 127\u003c\/p\u003e \u003cp\u003eInfluences on goal desirability 127\u003c\/p\u003e \u003cp\u003ePriority 130\u003c\/p\u003e \u003cp\u003eDecisional balance 131\u003c\/p\u003e \u003cp\u003eGoal achievability 133\u003c\/p\u003e \u003cp\u003eAnalysis of the challenge (task difficulty) 133\u003c\/p\u003e \u003cp\u003eSelf-efficacy 135\u003c\/p\u003e \u003cp\u003eBeliefs that can interfere with behaviour change 137\u003c\/p\u003e \u003cp\u003eReferences 139\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 The structure of the change process 142\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTasks involved in behaviour change 143\u003c\/p\u003e \u003cp\u003eGetting behaviour change on the agenda 145\u003c\/p\u003e \u003cp\u003eGoals 146\u003c\/p\u003e \u003cp\u003eMaking an attempt to change 148\u003c\/p\u003e \u003cp\u003eScripts 152\u003c\/p\u003e \u003cp\u003eCommitments to change 154\u003c\/p\u003e \u003cp\u003eMaintaining change: perseverance 155\u003c\/p\u003e \u003cp\u003eDeterminants of maintenance\/relapse 159\u003c\/p\u003e \u003cp\u003eDrivers of relapse 160\u003c\/p\u003e \u003cp\u003eMaintaining appropriate beliefs 161\u003c\/p\u003e \u003cp\u003eInfluences on self-control 163\u003c\/p\u003e \u003cp\u003eInfluences on reorienting the OS 164\u003c\/p\u003e \u003cp\u003eRecovering from setbacks 165\u003c\/p\u003e \u003cp\u003eFeedback and evaluation 166\u003c\/p\u003e \u003cp\u003eRepeated attempts are the norm 167\u003c\/p\u003e \u003cp\u003eHardening: the changing nature of the population who have not changed 169\u003c\/p\u003e \u003cp\u003eReferences 171\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Interventions for behaviour change 176\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInternal and external perspectives on change 177\u003c\/p\u003e \u003cp\u003eDifferences between HTR and HTS behaviours 178\u003c\/p\u003e \u003cp\u003eEnhancing executive function: optimising understanding 180\u003c\/p\u003e \u003cp\u003eFraming: defining the problem and options for change 180\u003c\/p\u003e \u003cp\u003eFeedback and evaluation 182\u003c\/p\u003e \u003cp\u003eMaking relevant knowledge salient 183\u003c\/p\u003e \u003cp\u003eThe occasional value of biases 185\u003c\/p\u003e \u003cp\u003eEnhancing self-control 186\u003c\/p\u003e \u003cp\u003eEnhancing executive functions 187\u003c\/p\u003e \u003cp\u003eManaging and prioritising life challenges 188\u003c\/p\u003e \u003cp\u003eImplementation intentions 189\u003c\/p\u003e \u003cp\u003eEnhancing self-reorientation 190\u003c\/p\u003e \u003cp\u003eMindfulness and awareness 190\u003c\/p\u003e \u003cp\u003eAcceptance 191\u003c\/p\u003e \u003cp\u003eUnderstanding emotions and attitudes 193\u003c\/p\u003e \u003cp\u003eReconditioning the Operational System 194\u003c\/p\u003e \u003cp\u003eTargeting alternatives to the desired behaviour 196\u003c\/p\u003e \u003cp\u003ePractice 196\u003c\/p\u003e \u003cp\u003eUse of drug therapies 197\u003c\/p\u003e \u003cp\u003eCreating more supportive environments 197\u003c\/p\u003e \u003cp\u003eChanging the pattern of cues to act 197\u003c\/p\u003e \u003cp\u003eRewards and other motivators 198\u003c\/p\u003e \u003cp\u003eUnderstanding communication 198\u003c\/p\u003e \u003cp\u003eExternalising self-control 199\u003c\/p\u003e \u003cp\u003eThe availability of what is required 200\u003c\/p\u003e \u003cp\u003eAdvocating for change 200\u003c\/p\u003e \u003cp\u003eIntegrative strategies 201\u003c\/p\u003e \u003cp\u003eBuilding a revised sense of self 201\u003c\/p\u003e \u003cp\u003eImproving recovery from setbacks 202\u003c\/p\u003e \u003cp\u003eOptimising a script or plan for action 202\u003c\/p\u003e \u003cp\u003eReferences 205\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Using CEOS to advance knowledge 209\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey features of CEOS theory 209\u003c\/p\u003e \u003cp\u003eReframing thinking 211\u003c\/p\u003e \u003cp\u003eKey questions to answer for behaviour change 213\u003c\/p\u003e \u003cp\u003eContributions of different kinds of research 213\u003c\/p\u003e \u003cp\u003eMeasuring key constructs 215\u003c\/p\u003e \u003cp\u003eMeasuring ES influences on behaviour 217\u003c\/p\u003e \u003cp\u003eMeasures of OS influences on behaviour 218\u003c\/p\u003e \u003cp\u003eMeasures of context 219\u003c\/p\u003e \u003cp\u003eElements of a theory-driven research agenda 220\u003c\/p\u003e \u003cp\u003eComparisons with other theories 221\u003c\/p\u003e \u003cp\u003eImplications for reducing inequities 226\u003c\/p\u003e \u003cp\u003eConcluding comments 227\u003c\/p\u003e \u003cp\u003eReferences 229\u003c\/p\u003e \u003cp\u003eIndex 233\u003c\/p\u003e \u003cp\u003e“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.”  (\u003ci\u003eDrugs, Education, Prevention and Policy\u003c\/i\u003e, 27 October 2015)\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e  \u003cb\u003eRon Borland\u003c\/b\u003e 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.  \u003cp\u003eThe book presents an integrative theory of hard-to-maintain behaviours, which includes hard-to-reduce or\u003cbr\u003e eliminate behaviours such as smoking and other drug use, overconsumption of food or unsafe sex, and hardto-\u003cbr\u003e sustain behaviours such as exercise and sun-safe behaviours. Most of the examples come from the author’s\u003cbr\u003e work on tobacco smoking, but it is relevant to anyone who is concerned to understand why some forms of\u003cbr\u003e desirable behaviour are so hard to achieve, and to those trying to help people change. It also has important\u003cbr\u003e implications for public health campaigns and for the development of policies to nudge behaviour in\u003cbr\u003e desirable ways.\u003c\/p\u003e \u003cp\u003eCurrent ways of thinking about health behaviour change are seriously limited. Simple rationality-based models\u003cbr\u003e are insufficient. Advances in neuroscience are establishing the importance of affective (emotional) responses\u003cbr\u003e as determinants of behaviour. However, while these can sometimes be influenced by rational processes, this\u003cbr\u003e influence is only partial and, for many, insufficient to allow unconflicted pursuit of what we believe is in our\u003cbr\u003e best interests.\u003c\/p\u003e \u003cp\u003eThe theory the book elaborates, CEOS theory, explains how behaviour is jointly determined by the Context\u003cbr\u003e in which the person lives and two interrelated elements of internal function which it calls the Executive and\u003cbr\u003e Operational Systems. The key determinants of the latter are the influences of what is called the Operational\u003cbr\u003e System, which represents the parts of human functioning that we share with infrahumans. It responds to what\u003cbr\u003e is happening in the moment and controls the means by which we act on the world. The Executive System is\u003cbr\u003e based on linguistic models that are references to conceptual ideas of what could be; it is the well spring of our\u003cbr\u003e capacity to act with foresight. The theory helps us understand why determinants of the initiation of attempts\u003cbr\u003e to change behaviour differ from those that influence the long-term success of those attempts. It sees the\u003cbr\u003e former as largely driven by executive processes and thus amenable to theorising around rational,\u003cbr\u003e expectancy value models, while maintenance of change is more affected by particular kinds of\u003cbr\u003e experiences associated with trying to adopt the new pattern of behaviour.\u003c\/p\u003e \u003cp\u003eThis book follows a recent trend in theorising about behaviour change by taking a dual-process approach.\u003cbr\u003e Related theories include Nudge, a theory with which it shares several key elements around the importance of\u003cbr\u003e more effective communication and targeted environmental changes as strategies for change.\u003c\/p\u003e \u003cp\u003eThe book provides readers with frameworks to:\u003cbr\u003e • Determine whether a “hard-to-maintain” behaviour is a result of the skills needed to perform it, its\u003cbr\u003e   reinforcement history, the way the person thinks about it, the context, or some combination of these.\u003cbr\u003e • Better integrate cognitive and behavioural change strategies, including emergent strategies related to\u003cbr\u003e   mindfulness and acceptance, plus novel ways of retraining operational processes.\u003cbr\u003e • Understand the different nature of challenges for behaviours where multiple attempts are typically required\u003cbr\u003e   before the desired behaviour pattern is sustained.\u003cbr\u003e • Better understand the role of feelings and emotions as influences on behaviour.\u003cbr\u003e • Understand the limits of environmental factors to determine change.\u003cbr\u003e • Understand the limits of self-control and willpower.\u003c\/p\u003e \u003cp\u003eThoughtful practitioners will find the book extremely useful in trying to work out better ways to help their\u003cbr\u003e clients and to challenge them to review some of their current orthodoxy.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990430007525,"sku":"NP9781118572931","price":67.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118572931.jpg?v=1761787796","url":"https:\/\/k12savings.com\/products\/understanding-hard-to-maintain-behaviour-change-isbn-9781118572931","provider":"K12savings","version":"1.0","type":"link"}