Towards a Holistic Approach to Designing Theory-based Mobile Health Interventions

Increasing evidence has shown that theory-based health behavior change interventions are more effective than non-theory-based ones. However, only a few segments of relevant studies were theory-based, especially the studies conducted by non-psychology researchers. On the other hand, many mobile health interventions, even those based on the behavioral theories, may still fail in the absence of a user-centered design process. The gap between behavioral theories and user-centered design increases the difficulty of designing and implementing mobile health interventions. To bridge this gap, we propose a holistic approach to designing theory-based mobile health interventions built on the existing theories and frameworks of three categories: (1) behavioral theories (e.g., the Social Cognitive Theory, the Theory of Planned Behavior, and the Health Action Process Approach), (2) the technological models and frameworks (e.g., the Behavior Change Techniques, the Persuasive System Design and Behavior Change Support System, and the Just-in-Time Adaptive Interventions), and (3) the user-centered systematic approaches (e.g., the CeHRes Roadmap, the Wendel's Approach, and the IDEAS Model). This holistic approach provides researchers a lens to see the whole picture for developing mobile health interventions

Competitive orientation as a basis for personalization of competition feature and its contents in mobile applications promoting physical activity

Kilpailullisuus personoinnin perustana aktivisuussovelluksissa. Tiivistelmä. New technologies, such as web and mobile applications, propose a promising means for promoting healthier lifestyles. Behaviour change support systems (BCSSs) and persuasive systems are concepts that have been introduced to create a common grounds for studying such new technologies. Previous study has found that competition strategy, commonly used in persuasive systems, is perceived controversially both as motivating and demotivating for users. Furthermore, previous study has found that personalization of the system according to user characteristics can increase system persuasiveness. This thesis is one of the first studies to explore how the psychological construct of competitive orientation can be utilized as a basis for personalizing persuasive systems. More in particular, this thesis is the first study to explore how competitive orientation of an individual should be considered in the design of competition strategy. Two research methods were used: conceptual analysis and analysis of empirical data. Study results suggest that the competitive orientation of a user is one of the factors explaining the perceived persuasiveness of competition strategy. This study proposes that competition strategy should be personalized to match the user’s competitive orientation. Furthermore, this study suggests that the persuasive systems design model should be extended to include a feature of self-competition to leverage the power of the self-developmental aspect of competition to motivate behaviour change

Expanding the research area of behavior change support systems

The First International Workshop on Behavior Change Support Systems attracted a great research interest. The selected papers focused on abstraction, implementation and evaluation of Behavior Change Support Systems. The workshop is an evidence of how researchers from around the globe have their own perspective of behavior change interventions. In this abstract, we have attempted to outline core issues that can enhance persuasiveness of such support systems. Finally, we highlight important research questions relating to the development of effective Behavior Change Support System

Get yourself connected: conceptualising the role of digital technologies in Norwegian career guidance

This report outlines the role of digital technologies in the provision of career guidance. It was commissioned by the c ommittee on career guidance which is advising the Norwegian Government following a review of the countries skills system by the OECD. In this report we argue that career guidance and online career guidance in particular can support the development of Norwa y’s skills system to help meet the economic challenges that it faces.The expert committee advising Norway’s Career Guidance Initiativ

Self-Control in Cyberspace: Applying Dual Systems Theory to a Review of Digital Self-Control Tools

Many people struggle to control their use of digital devices. However, our understanding of the design mechanisms that support user self-control remains limited. In this paper, we make two contributions to HCI research in this space: first, we analyse 367 apps and browser extensions from the Google Play, Chrome Web, and Apple App stores to identify common core design features and intervention strategies afforded by current tools for digital self-control. Second, we adapt and apply an integrative dual systems model of self-regulation as a framework for organising and evaluating the design features found. Our analysis aims to help the design of better tools in two ways: (i) by identifying how, through a well-established model of self-regulation, current tools overlap and differ in how they support self-control; and (ii) by using the model to reveal underexplored cognitive mechanisms that could aid the design of new tools.Comment: 11.5 pages (excl. references), 6 figures, 1 tabl

A Data Science approach to behavioural change: large scale interventions on physical activity and weight loss

This PhD thesis is a quantitative investigation combining Behaviour Change Science with a Data Science approach in search of more effective large scale, multi-component behavioural interventions for health and well-being. There is limited evidence about how technology-based interventions (including those using wearable physical activity monitors and apps) are efficacious for increasing physical activity and nutrition. The relevance of this research is the systematic approach to overcome previous studies’ limitations in method and measurement: restricted research about multi-component interventions, limited analysis about the impact of social networking, the inclusion of components without sufficient evidence about the components’ effectiveness, the absence of a control group(s), small sample sizes, subjective physical activity reporting, among other limitations. The research was done in conjunction with Tictrac Ltd as the industrial partner, and the UCL Centre for Behaviour Change. Tictrac Ltd builds platforms for the collection and aggregation of personal data generated by the users’ devices and mobile apps. The collaboration with the UCL Centre for Behaviour Change has been instrumental to design, implement, evaluate and analyse behaviour change interventions that impact wellbeing and health. The thesis comprises three areas of research: 1. Computational platforms for large scale behavioural interventions. To support this research, computational platforms were designed, built, deployed and used for randomised behavioural interventions with control groups. The interventions were implemented as experiments related to the behavioural impact on physical activity, weight loss and change in diet. / 2. Behaviour change experiments. The two experiments use the Behaviour Change Wheel framework for behaviour change, intervention design and evaluation. A Data Science approach was used to test hypotheses, determine and quantify the effect of the fundamental intervention components and their interactions. The effective use of tracking devices and apps was determined by comparing the results of ‘structured intervention’ –vs- those of the control group. / Experiment 1: Large scale intervention in a corporate wellness setting. Multi-component behavioural intervention with: control group, self-defined goals, choice architecture and personal dashboards for physical activity and weight loss. The analysis covers network effects of social interactions, the role of being explicit about a type of goal, the impact of making part of team, among other relevant outcomes. / Experiment 2: Identification of critical factors of a technology-based intervention. Multi-component behavioural intervention with simultaneous target behaviours related to weight loss and physical activity, inspired by factorial design for the determination of critical factors and effective components. The analysis comprises: components’ interactions (coach, challenge, team, action plans, forum), non-linear relationships (BMI, change in diet habit), five personality traits, among other relevant results. / 3. Frameworks for future large scale interventions in behaviour change. The implementation of both experiments required an applied use of theoretical and practical principles for the design of the experimental computational platforms. As a result, two frameworks were suggested for future interventions: an implementation framework and a data strategy framework

To boardrooms and sustainability: the changing nature of segmentation

Market segmentation is the process by which customers in markets with some heterogeneity are grouped into smaller homogeneous segments of more ‘similar’ customers. A market segment is a group of individuals, groups or organisations sharing similar characteristics and buying behaviour that cause them to have relatively similar needs and purchasing behaviour. Segmentation is not a new concept: for six decades marketers have, in various guises, sought to break-down a market into sub-groups of users, each sharing common needs, buying behavior and marketing requirements. However, this approach to target market strategy development has been rejuvenated in the past few years. Various reasons account for this upsurge in the usage of segmentation, examination of which forms the focus of this white paper. Ready access to data enables faster creation of a segmentation and the testing of propositions to take to market. ‘Big data’ has made the re-thinking of target market segments and value propositions inevitable, desirable, faster and more flexible. The resulting information has presented companies with more topical and consumer-generated insights than ever before. However, many marketers, analytics directors and leadership teams feel over-whelmed by the sheer quantity and immediacy of such data. Analytical prowess in consultants and inside client organisations has benefited from a stepchange, using new heuristics and faster computing power, more topical data and stronger market insights. The approach to segmentation today is much smarter and has stretched well away from the days of limited data explored only with cluster analysis. The coverage and wealth of the solutions are unimaginable when compared to the practices of a few years ago. Then, typically between only six to ten segments were forced into segmentation solutions, so that an organisation could cater for these macro segments operationally as well as understand them intellectually. Now there is the advent of what is commonly recognised as micro segmentation, where the complexity of business operations and customer management requires highly granular thinking. In support of this development, traditional agency/consultancy roles have transitioned into in-house business teams led by data, campaign and business change planners. The challenge has shifted from developing a granular segmentation solution that describes all customers and prospects, into one of enabling an organisation to react to the granularity of the solution, deploying its resources to permit controlled and consistent one-to-one interaction within segments. So whilst the cost of delivering and maintaining the solution has reduced with technology advances, a new set of systems, costs and skills in channel and execution management is required to deliver on this promise. These new capabilities range from rich feature creative and content management solutions, tailored copy design and deployment tools, through to instant messaging middleware solutions that initiate multi-streams of activity in a variety of analytical engines and operational systems. Companies have recruited analytics and insight teams, often headed by senior personnel, such as an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such personnel out-weigh posts for brand and marketing managers. Far more companies possess the in-house expertise necessary to help with segmentation analysis. Some organisations are also seeking to monetise one of the most regularly under-used latent business assets… data. Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a Chief Data Officer. This emerging role has also driven the professionalism of data exploration, using more varied and sophisticated statistical techniques. CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of value propositions and the need to look after core customers; CFOs because segmentation leads to better and more prudent allocation of resources – especially NPD and marketing – around the most important sub-sets of a market; COOs because they need to better look after key customers and improve their satisfaction in service delivery. More and more it is recognised that with a new segmentation comes organisational realignment and change, so most business functions now have an interest in a segmentation project, not only the marketers. Largely as a result of the digital era and the growth of analytics, directors and company leadership teams are becoming used to receiving more extensive market intelligence and quickly updated customer insight, so leading to faster responses to market changes, customer issues, competitor moves and their own performance. This refreshing of insight and a leadership team’s reaction to this intelligence often result in there being more frequent modification of a target market strategy and segmentation decisions. So many projects set up to consider multi-channel strategy and offerings; digital marketing; customer relationship management; brand strategies; new product and service development; the re-thinking of value propositions, and so forth, now routinely commence with a segmentation piece in order to frame the ongoing work. Most organisations have deployed CRM systems and harnessed associated customer data. CRM first requires clarity in segment priorities. The insights from a CRM system help inform the segmentation agenda and steer how they engage with their important customers or prospects. The growth of CRM and its ensuing data have assisted the ongoing deployment of segmentation. One of the biggest changes for segmentation is the extent to which it is now deployed by practitioners in the public and not-for-profit sectors, who are harnessing what is termed social marketing, in order to develop and to execute more shrewdly their targeting, campaigns and messaging. For Marketing per se, the interest in the marketing toolkit from non-profit organisations, has been big news in recent years. At the very heart of the concept of social marketing is the market segmentation process. The extreme rise in the threat to security from global unrest, terrorism and crime has focused the minds of governments, security chiefs and their advisors. As a result, significant resources, intellectual capability, computing and data management have been brought to bear on the problem. The core of this work is the importance of identifying and profiling threats and so mitigating risk. In practice, much of this security and surveillance work harnesses the tools developed for market segmentation and the profiling of different consumer behaviours. This white paper presents the findings from interviews with leading exponents of segmentation and also the insights from a recent study of marketing practitioners relating to their current imperatives and foci. More extensive views of some of these ‘leading lights’ have been sought and are included here in order to showcase the latest developments and to help explain both the ongoing surge of segmentation and the issues under-pinning its practice. The principal trends and developments are thereby presented and discussed in this paper