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Breaking barriers: using the behavior change wheel to develop a tailored intervention to overcome workplace inhibitors to breaking up sitting time
Authors
A Toomingas
A-M Gibson
+74 more
AA Thorp
AM Patey
Angel M. Chater
B Gardner
C Jackson
C Sinnott
CB Petersen
CG Ryan
CL Edwardson
CN Waters
Daniel P. Bailey
David J. Hewson
DW Dunstan
DW Dunstan
EFL Graves
EG Wilmot
ES George
F Barker
F Barker
G Kok
GN Healy
GN Healy
I Ajzen
IM Rosenstock
J Brug
J Cane
J Hall
J Mc Sharry
J Webb
JA Bennie
JA Cole
JP Buckley
JY Chau
K Kaiser
K Murphy
KE Alexander
L Yang
LA McSherry
LD Ellingson
M Alesi
M Teychenne
M Teychenne
Marsha L. Brierley
MS Tremblay
N Owen
NC Campbell
NK Gale
NT Hadgraft
PT Katzmarzyk
PT Katzmarzyk
R Islam
RC Colley
RE Evans
RM Pulsford
RP Troiano
S Mache
S Michie
S Michie
S Michie
S Michie
S Michie
S Michie
S Parry
S Parry
SA Clemes
SA Clemes
Samson O. Ojo
SE O'Connell
SK McCrady
SO Ojo
Teneale McGuckin
TM Manini
TS Church
U Ekelund
Publication date
16 August 2019
Publisher
'Springer Science and Business Media LLC'
Doi
Abstract
© The Author(s). 2019. Background: The workplace is a prominent domain for excessive sitting. The consequences of increased sitting time include adverse health outcomes such as cardiovascular disease and poor mental wellbeing. There is evidence that breaking up sitting could improve health, however, any such intervention in the workplace would need to be informed by a theoretical evidence-based framework. The aim of this study was to use the Behaviour Change Wheel (BCW) to develop a tailored intervention to break up and reduce workplace sitting in desk-based workers. Methods: The BCW guide was followed for this qualitative, pre-intervention development study. Semi-structured interviews were conducted with 25 office workers (26–59years, mean age 40.9 [SD=10.8] years; 68% female) who were purposively recruited from local council offices and a university in the East of England region. The interview questions were developed using the Theoretical Domains Framework (TDF). Transcripts were deductively analysed using the COM-B (Capability, Opportunity, Motivation – Behaviour) model of behaviour. The Behaviour Change Technique Taxonomy Version 1 (BCTv1) was thereafter used to identify possible strategies that could be used to facilitate change in sitting behaviour of office workers in a future intervention. Results: Qualitative analysis using COM-B identified that participants felt that they had the physical Capability to break up their sitting time, however, some lacked the psychological Capability in relation to the knowledge of both guidelines for sitting time and the consequences of excess sitting. Social and physical Opportunity was identified as important, such as a supportive organisational culture (social) and the need for environmental resources (physical). Motivation was highlighted as a core target for intervention, both reflective Motivation, such as beliefs about capability and intention and automatic in terms of overcoming habit through reinforcement. Seven intervention functions and three policy categories from the BCW were identified as relevant. Finally, 39 behaviour change techniques (BCTs) were identified as potential active components for an intervention to break up sitting time in the workplace. Conclusions: The TDF, COM-B model and BCW can be successfully applied through a systematic process to understand the drivers of behaviour of office workers to develop a co-created intervention that can be used to break up and decrease sitting in the workplace. Intervention designers should consider the identified BCW factors and BCTs when developing interventions to reduce and break up workplace sitting
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Last time updated on 26/09/2019