Upload
cole-mcdaniel
View
217
Download
0
Tags:
Embed Size (px)
Citation preview
From exercise intention to From exercise intention to behaviour and beyondbehaviour and beyond
Hagger & Chatzisarantis, Hagger & Chatzisarantis, Chapter 3Chapter 3
OutlineOutline Recap on theory of planned behaviourRecap on theory of planned behaviour Limitation of social cognitive theories Limitation of social cognitive theories
and introducing volitional processesand introducing volitional processes Intention-behaviour relationshipsIntention-behaviour relationships Implementation intentionsImplementation intentions Self-determination theorySelf-determination theory Transcontextual modelTranscontextual model Other pre-decisional strategies:Other pre-decisional strategies:
Continuation intentionsContinuation intentions Decisional balanceDecisional balance Combined strategiesCombined strategies
Motivational interviewingMotivational interviewing
Applying the TPB to Exercise Applying the TPB to Exercise BehaviourBehaviour
PerceivedControl
Attitudes
Subjective Norms
Intentions Behaviour
.30*
.36*
.28*
.08*
Source: Hagger, Chatzisarantis & Biddle (2002)
Intention-Behaviour Intention-Behaviour RelationshipsRelationships
However, Intention-Behaviour However, Intention-Behaviour relationships are often not perfectrelationships are often not perfect
What does this mean?What does this mean?
Intentions Behaviour.36*
Less than 1.00!
Intention-Behaviour Intention-Behaviour RelationshipsRelationships
This means that we often do not do what we intend This means that we often do not do what we intend to do!to do!
Why?Why?– Intention instabilityIntention instability: Additional information comes to : Additional information comes to
light and we change our mindlight and we change our mind– Principle of correspondencePrinciple of correspondence: Errors in measurement of : Errors in measurement of
intentions and behaviourintentions and behaviour– Intention formationIntention formation: Poorly formed intentions: Poorly formed intentions– Self-schemaSelf-schema: People with tendency to enact intentions: People with tendency to enact intentions– Volitional and forced intentionsVolitional and forced intentions: Intentions based on : Intentions based on
personal beliefs and others’ beliefspersonal beliefs and others’ beliefs
Limitations of Social Cognitive Limitations of Social Cognitive Theories and Introducing Volitional Theories and Introducing Volitional
ProcessesProcesses
Intention stabilityIntention stability Intention stability initially considered a Intention stability initially considered a
‘technical problem’ by Ajzen (1985) due to ‘technical problem’ by Ajzen (1985) due to inherent inaccuracies in measurementinherent inaccuracies in measurement
More than a technical problem – a More than a technical problem – a boundary conditionboundary condition and an important and an important ‘property’ of intention (Hagger et al., 2001)‘property’ of intention (Hagger et al., 2001)
Stable intentions are better predictors of Stable intentions are better predictors of exercise behaviourexercise behaviour
Intention stability therefore moderates the Intention stability therefore moderates the intention-behaviour relationship (Conner et intention-behaviour relationship (Conner et al., 2000)al., 2000)
Limitations of Social Cognitive Limitations of Social Cognitive Theories and Introducing Volitional Theories and Introducing Volitional
ProcessesProcesses
Scale correspondenceScale correspondence Intention-behaviour link strongest When Intention-behaviour link strongest When
measures correspond in terms of Action, measures correspond in terms of Action, Target, Context, Time (TACT; Ajzen, 1985)Target, Context, Time (TACT; Ajzen, 1985)
Results in exercise show that Results in exercise show that correspondence rule does not fully explain correspondence rule does not fully explain variations in intention-behaviour relationship variations in intention-behaviour relationship (Hagger et al., 2002)(Hagger et al., 2002)
Intention formationIntention formation Poorly formed intentions (i.e., vague, ill Poorly formed intentions (i.e., vague, ill
rehearsed) are vulnerable to change because rehearsed) are vulnerable to change because of retrieval and forgettingof retrieval and forgetting
Well-formed intentions predict behaviour Well-formed intentions predict behaviour more effectively (Bagozzi & Yi, 1989)more effectively (Bagozzi & Yi, 1989)
Limitations of Social Cognitive Limitations of Social Cognitive Theories and Introducing Volitional Theories and Introducing Volitional
ProcessesProcesses
Self-SchemaSelf-Schema Self-schema are cognitive generalisations Self-schema are cognitive generalisations
about the self derived from past experienceabout the self derived from past experience People who rate important characteristics People who rate important characteristics
relevant to the self highly relevant to the relevant to the self highly relevant to the exercise domain are considered exercise domain are considered schematicsschematics
Contrast with Contrast with non-schematicsnon-schematics and and aschematicsaschematics
““Physically active”, “exercise regularly”, Physically active”, “exercise regularly”, “keeps in shape” rated on “keeps in shape” rated on describes me-does describes me-does not describe menot describe me scales and importance i.e., scales and importance i.e., not at all important-very importantnot at all important-very important
Limitations of Social Cognitive Limitations of Social Cognitive Theories and Introducing Volitional Theories and Introducing Volitional
ProcessesProcesses
Self-SchemaSelf-Schema
-2
0
2
4
6
8
10
Intention
Exer
cise
beh
avi
our
SchematicNon-Schematic
1 2 3 4 5 6 7
Source: Sheeran & Orbell (2000)
Limitations of Social Cognitive Limitations of Social Cognitive Theories and Introducing Volitional Theories and Introducing Volitional
ProcessesProcessesVolitional and forced intentionsVolitional and forced intentions People may intend to do exercise, but their People may intend to do exercise, but their
intentions may not be based on personal intentions may not be based on personal attitudes or reasons for engaging in the attitudes or reasons for engaging in the behaviourbehaviour
People may therefore intend to do something People may therefore intend to do something because they feel they are ‘forced’ to (Festinger because they feel they are ‘forced’ to (Festinger & Carlsmith, 1958)& Carlsmith, 1958)
Volitional intentions are those that people feel Volitional intentions are those that people feel they want to execute by themselvesthey want to execute by themselves
Chatzisarantis et al. (1997) found that both Chatzisarantis et al. (1997) found that both volitional and forced intentions predicted volitional and forced intentions predicted exercise behaviour independent of traditional exercise behaviour independent of traditional intentionsintentions
Effect sizes were small so impact was relatively Effect sizes were small so impact was relatively weakweak
Implementation IntentionsImplementation Intentions Gollwitzer et al. (1999) Implementation Gollwitzer et al. (1999) Implementation
intentions: “Strong effects of simple plans” intentions: “Strong effects of simple plans” How do we furnish our How do we furnish our goalsgoals with with actionsactions to to
achieve the goals?achieve the goals? ““I intend to achieve goal/outcome X”I intend to achieve goal/outcome X” ““I plan to do behaviour Z will help me to achieve I plan to do behaviour Z will help me to achieve
X”X” ““If condition Y arises I will do behaviour Z”If condition Y arises I will do behaviour Z” This does not change intentions, but This does not change intentions, but
strengthens the intention-behaviour relationship strengthens the intention-behaviour relationship
Thus implementation intentions act as a Thus implementation intentions act as a moderator of the intention-behaviour moderator of the intention-behaviour relationshiprelationship
Under conditions of high implementation Under conditions of high implementation intentions there will be a strong intentions there will be a strong intention-behaviour relationshipintention-behaviour relationship
Thus implementation intentions act in a Thus implementation intentions act in a ‘‘post-decisionalpost-decisional’ manner’ manner
Implementation IntentionsImplementation Intentions
Implementation IntentionsImplementation Intentions High implementation intentions result in strong
intention-behaviour relations
Intention Behaviour
Imp
lem
enta
tio
nIn
ten
tio
nN
o I
mp
lem
enta
tio
nIn
ten
tio
n
Intention Behaviour
++
+
Studies Using Implementation Studies Using Implementation IntentionsIntentions
Three studies in health behaviour support use of Three studies in health behaviour support use of implementation intentions in the field:implementation intentions in the field:
Orbell et al. (1997) Breast self-examinationOrbell et al. (1997) Breast self-examination Sheeran and Orbell (1999) Vitamin tablet intakeSheeran and Orbell (1999) Vitamin tablet intake Orbell and Sheeran (2000) Function after surgeryOrbell and Sheeran (2000) Function after surgery
Key findings:Key findings:– Attitudes, intentions did not changeAttitudes, intentions did not change– Behaviour engagement changedBehaviour engagement changed– Intention-Behaviour relation strengthenedIntention-Behaviour relation strengthened
Studies support the use of implementation Studies support the use of implementation intentionsintentions
You are more likely to exercise for at least 30 minutes per day in the next week if you say when and where you will exercise and stick to your plan. In the boxes below write down when and where you plan to exercise in the next week:
When: At lunch time after accounts meeting
Where: In the gym at work
You are more likely to exercise for at least 30 minutes per day in the next week if you say when and where you will exercise and stick to your plan. In the boxes below write down when and where you plan to exercise in the next week:
When: At lunch time after accounts meeting
Where: In the gym at work
What Does an What Does an Implementation Intention Implementation Intention
‘Look’ Like?‘Look’ Like? Typically use a ‘pen and paper’ Typically use a ‘pen and paper’
manipulation:manipulation:
Continuation IntentionsContinuation Intentions Chatzisarantis et al. (2004) figured that Chatzisarantis et al. (2004) figured that
people’s intentions are inadequatepeople’s intentions are inadequate As we approach a behavioural goal the As we approach a behavioural goal the
outcome becomes less salientoutcome becomes less salient Continuation intentions (CI) focus on Continuation intentions (CI) focus on
providing intentions to continue beyond the providing intentions to continue beyond the attainment of salient outcomesattainment of salient outcomes
CI of Success – Plan to continue with CI of Success – Plan to continue with exercise program if successful in achieving exercise program if successful in achieving goalsgoals
CI of Failure – Plan to continue with exercise CI of Failure – Plan to continue with exercise program if unsuccessful in achieving goalsprogram if unsuccessful in achieving goals
Continuation IntentionsContinuation Intentions Goal progress – how close a person is Goal progress – how close a person is
to achieving their exercise goalsto achieving their exercise goals Results in exercise found CI of success Results in exercise found CI of success
and failure predicted additional and failure predicted additional variance in behaviour compared with variance in behaviour compared with intentions aloneintentions alone
Perceived goal progress moderated Perceived goal progress moderated effects of CI of success and failure on effects of CI of success and failure on exercise behaviourexercise behaviour
High CI success = greater exercise High CI success = greater exercise engagement BUT only under conditions engagement BUT only under conditions of high perceived goal progressof high perceived goal progress
-1-0.8-0.6-0.4-0.2
00.20.40.60.8
1
High Low High Low
Exerc
ise b
ehavio
ur
ProgressNo Progress
CI Success CI Failure
Continuation IntentionsContinuation Intentions
Intention-Behaviour Intention-Behaviour RelationshipRelationship
How else can we strengthen the How else can we strengthen the intention-behaviour relationship?intention-behaviour relationship?
Intentions Behaviour.36*
Change these!
How Do We Change How Do We Change Intentions?Intentions?
Change attitudes, perceived behavioural control Change attitudes, perceived behavioural control to affect decision to exercise before it is madeto affect decision to exercise before it is made
Various strategies have been usedVarious strategies have been used Attitudes: Information giving and personalised Attitudes: Information giving and personalised
feedback (Armitage & Conner, 2000)feedback (Armitage & Conner, 2000) Motives from Self-Determination Theory, using Motives from Self-Determination Theory, using
autonomy support strategies (Chatzisarantis et autonomy support strategies (Chatzisarantis et al., 2002; Hagger et al., 2002b)al., 2002; Hagger et al., 2002b)
For enjoyment, pleasure and fun; no discernible reinforcement.
For external reinforcement such as gaining rewards or avoiding punishment.
For avoiding external sources, of disapproval (guilt) or gaining externally referenced approval (self-esteem)
For personally-held values such as learning new skills, resulting in feelings satisfaction; High internalization
DefiningFeatures
AUTONOMOUSMOTIVES(high autonomy)
CONTROLLING MOTIVES(low autonomy)
Position on Autonomy Continuum
Intrinsic Motivation
Identification Introjection External regulationPerceived
Locus of Causality Scale
IntrinsicMotivation
Extrinsic MotivationType of Motivation
Intrinsic HighInternalisation
LowInternalisation
Degree of Internalisation
Self-Determination TheorySelf-Determination Theory
Self-Determination Theory and ExerciseSelf-Determination Theory and Exercise
IntrinsicMotivation Amotivation
IntrojectedRegulation
ExternalRegulation
IdentifiedRegulation
Source: Deci and Ryan (1985)
Internal External Locus of Causality
“I exercisebecause it’sfun”
“I exercisebecause ithelps keepme fit”
“I exercisebecause Iwill feelguilty if Idon’t”
“I exercisebecause Iwill bepunished if Idon’t”
“I’m notreally surewhy Iexercise”
Influence of Overarching Motives fromSelf-Determination Theory
Source: Hagger , Chatzisarantis and Biddle (2002) BJHP
Intention
PerceivedControl
Attitude
SubjectiveNorm
.41
.45
Source: Hagger , Chatzisarantis and Biddle (2002) BJHP
Intention
PerceivedControl
Attitude
SubjectiveNorm
.41
.45 R2 = .32
Influence of Overarching Motives fromSelf-Determination Theory
Source: Hagger , Chatzisarantis and Biddle (2002) BJHP
External
Intention
PerceivedControl
Attitude
SubjectiveNorm
Intrinsic
Introjection
.41
.71
.45.37
.74
R2 = .55
R2 = .51
R2 = .32
Influence of Overarching Motives fromSelf-Determination Theory
Introjected Regulation
Behavior(R2 = .28)
Intention(R2 = .63)
Subjective Norm
Perceived Behavioural
Control
AttitudeIntrinsic Motivation
Intrinsic Motivation
Introjected Regulation
Identified Regulation
External Regulation
Identified Regulation
External Regulation
Perceived Autonomy
Support
The Transcontextual ModelThe Transcontextual Model
Hagger, Chatzisarantis, Culverhouse & Biddle (2003) Journal of Educational Psychology
Time 1: PE Context Time 2: Leisure-Time Context
Time 3: Leisure-Time Context
Important Effects in the TCMImportant Effects in the TCM
Control
Behaviour
.27*
PerceivedAutonomy
Support
AutonomousMotives
AutonomousMotives
.25*.39*.49*
.10
Attitude
Intention
.16* .15*
.20*
Time 1: Physical EducationContext
Time 2: Leisure-Time ContextTime 3:PhysicalActivityBehaviour
*p < .05
Guidelines Based on Self-Guidelines Based on Self-Determination Theory and Trans-Determination Theory and Trans-
Contextual ModelContextual Model
Reeve (2002) puts forward the Reeve (2002) puts forward the behaviours which promote autonomous behaviours which promote autonomous motivation:motivation:– Avoid use of external incentives and Avoid use of external incentives and
controlling feedbackcontrolling feedback– Promoting choice and sense of ownershipPromoting choice and sense of ownership– Focus on task and personal goals rather Focus on task and personal goals rather
than comparisons with othersthan comparisons with others– Provide a personal rationaleProvide a personal rationale– Feedback that is information related to Feedback that is information related to
competence focusing on progresscompetence focusing on progress
Another Example of a Pre-Another Example of a Pre-decisional Strategy: Decisional decisional Strategy: Decisional
BalanceBalance The decisional balance sheet (Wankel, The decisional balance sheet (Wankel,
1984) outlines the positive (‘pros’) and 1984) outlines the positive (‘pros’) and negative (‘cons’) aspects of exercisenegative (‘cons’) aspects of exercise
Similar to a ‘cost-benefit’ analysisSimilar to a ‘cost-benefit’ analysis Exercisers attended 84% classes using Exercisers attended 84% classes using
DB sheet compared with 40% without DB sheet compared with 40% without (Hoyt & Janis, 1975)(Hoyt & Janis, 1975)
Some have focused on changing stage Some have focused on changing stage from contemplation to action in TTM from contemplation to action in TTM (see Prochaska & DiClemente, 1993)(see Prochaska & DiClemente, 1993)
What About Pre- and Post-What About Pre- and Post-decisional Strategies in decisional Strategies in
Combination?Combination?
Decisional Decisional BalanceBalance
NoNo
Decisional Decisional BalanceBalance
ImplementatioImplementation Intentionn Intention
CombinedCombined Imp. Int.Imp. Int.
OnlyOnly
NoNo
ImplementatioImplementation Intentionn Intention
Dec. Bal. Dec. Bal. OnlyOnly
ControlControl
IV2: Decisional balance
IV1: ImplementationIntention
Prestwich, Lawton& Conner (2003)
Results: Graphical Results: Graphical RepresentationRepresentation
8
9
10
11
12
13
Decisional balance No decisionalbalance
ImplementationIntention
NoImplementationIntention
Ph
ysi
cal act
ivit
y
beh
avio
ur
Decisional Balance and Decisional Balance and Implementation IntentionsImplementation Intentions
Source: Prestwich, Lawton & Conner (2003)Source: Prestwich, Lawton & Conner (2003)
Decisional balance in combination with Decisional balance in combination with implementation intention exerciseimplementation intention exercise
Experimental strategies produced a greater Experimental strategies produced a greater increase in exercise frequency and total increase in exercise frequency and total time spent exercising per week time spent exercising per week
Volitional groups taken together produced Volitional groups taken together produced greater increase in time spent exercising greater increase in time spent exercising than the DBS alonethan the DBS alone
The DBS may have aided recall of the The DBS may have aided recall of the implementation intention or increased implementation intention or increased commitment to itcommitment to it
A theoretically based exercise A theoretically based exercise promotion techniquepromotion technique
Borrowed from alcohol abuse and Borrowed from alcohol abuse and smoking clinical interview techniquessmoking clinical interview techniques
Main proponents: Stephen Rollnick Main proponents: Stephen Rollnick and Colleaguesand Colleagues
Aim to focus on resistant non-Aim to focus on resistant non-exercisers and help investigate exercisers and help investigate personally-relevant reasons c.f. Deci personally-relevant reasons c.f. Deci et al. (1994)et al. (1994)
Motivational InterviewingMotivational Interviewing
AimsAims•To provide information without To provide information without
threatening autonomy and without threatening autonomy and without evoking ‘psychological reactance’evoking ‘psychological reactance’
•To explore conflicts and encourage To explore conflicts and encourage interviewees to express their own interviewees to express their own reasons for changereasons for change
•To use an appropriate strategy To use an appropriate strategy according to a person’s ‘readiness for according to a person’s ‘readiness for change’change’
Motivational InterviewingMotivational Interviewing
Motivational InterviewingMotivational Interviewing Key conceptsKey concepts
• AmbivalenceAmbivalence• Problem: Pro’s and Con’s associated with change, Problem: Pro’s and Con’s associated with change,
cannot be reconciledcannot be reconciled• Solution: MI aims to explore conflict & encourage Solution: MI aims to explore conflict & encourage
people to express their own reasons for people to express their own reasons for concern/changeconcern/change
• Readiness to changeReadiness to change• Problem: People vary on continuum of readiness:Problem: People vary on continuum of readiness:
• Solution: Moving forward on continuum is desired Solution: Moving forward on continuum is desired outcome, even if actual behaviour change does not outcome, even if actual behaviour change does not occur, key strategies ‘a typical day’/‘good occur, key strategies ‘a typical day’/‘good things’/‘less good things’things’/‘less good things’
Not at allready tochange
Undergoing decisionmaking and actualbehaviour change
Strategies in Motivational Strategies in Motivational InterviewingInterviewing
A ‘menu’ of strategies:A ‘menu’ of strategies: Raise awarenessRaise awareness Provide informationProvide information The ‘future and present’ strategyThe ‘future and present’ strategy Exploring concernsExploring concerns Helping with decision makingHelping with decision making
Source: Rollnick, Heather & Bell (1991)Source: Rollnick, Heather & Bell (1991)
Key StrategiesKey Strategies(1) Raise awareness – e.g. “have you ever thought about exercise?” and “do you know what exercise can do for you?”, avoid scare tactics like “if you don’t exercise you might die of a heart attack!” and statements like “the less good things about exercise are....”(2) Provide information - Providing information in the most optimal way do not “wag your finger”(3) The future and the present strategy - “How would you like things to change in the future” and “what’s stopping you from doing exercise?”(4) Exploring concerns - provide information about the behaviour and how they would like it to change(5) Helping with decision making - Patients in the preparatory phase require assistance in making their decision, self initiation.
(4) Exploring concerns - provide information about the behaviour and how they would like it to change (5) Helping with decision making - Patients in the preparatory phase require assistance in making their decision, self initiation.
Key StrategiesKey Strategies
Self-determination Theory Self-determination Theory and Motivational Interviewingand Motivational Interviewing
MarklandMarkland, Ryan, Tobin, & Rollnick (2005) and Vansteenkiste & Sheldon (2006)• Initially - intrinsic motivation stated as a core ‘aspect’ of Initially - intrinsic motivation stated as a core ‘aspect’ of
MI, but no theoretical basisMI, but no theoretical basis• Recent authors present a SDT ‘reading’ of MIRecent authors present a SDT ‘reading’ of MI• Approach in SDT supports psychological needs for Approach in SDT supports psychological needs for
autonomy, competence, and relatedness:autonomy, competence, and relatedness:• Autonomy: Clients suggest personal reasons for change Autonomy: Clients suggest personal reasons for change
and experimenter ‘rolls with resistance’and experimenter ‘rolls with resistance’• Competence: Clients given clear feedback and encouraged Competence: Clients given clear feedback and encouraged
to arrive at their own goalsto arrive at their own goals• Relatedness: Clients ‘supported’ by non-judgemental Relatedness: Clients ‘supported’ by non-judgemental
interviewer who expresses empathy.interviewer who expresses empathy.
StructureAutonomy Support
Involvement
Motivational interviewing
Present clear and neutral information about behaviour and outcomes
Provide positive feedback
Develop appropriate goals
Elicit and reinforce self-motivational statements
Motivational interviewing
Present options
Let client make decisions
Develop discrepancy to allow client to change
Roll with resistance
Motivational interviewing
Express empathy
Demonstrate understanding
Avoid criticism and judgement
Explore client’s concerns
CompetenceSelf-
Determination Relatedness
Source: Markland (2004)Source: Markland (2004)