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Each behavioural change theory or model focuses on different factors in attempting to explain behaviour change. Of the many that exist, the most prevalent are learning theories, social cognitive theory, theories of reasoned action and planned behaviour, transtheoretical model of behavior change, the health action process approach, and the BJ Fogg model of behavior change.
In psychology, the I-change model [1] [2] or the integrated model, for explaining motivational and behavioral change, derives from the Attitude – Social Influence – Self-Efficacy Model, integrates ideas of Ajzen's Theory of Planned Behavior, [3] Bandura's Social Cognitive Theory, Prochaska's Transtheoretical Model, [4] the Health Belief Model, [5] and Goal setting [6] theories.
The Behaviour Change Wheel (BCW), for instance, is a framework for the systematic design and development of behaviour change interventions, which, while psychologically-rooted, also incorporates factors such as the capability of a person to change, or whether they realistically have the opportunity to change. [15]
They strongly draw on theories of behavioural change, including the division into personal, behavioural, and environmental characteristics as drivers for behaviour change. [2] Areas in which design for behaviour change has been most commonly applied include health and wellbeing, sustainability, safety and social context, as well as crime ...
The Values Modes model was created in 1973, by Pat Dade and Les Higgins. [1] The tool, which is owned by the company Cultural Dynamics, is used strategically in marketing and political campaigns. It divides the population by values, identifying three core groups: Settlers, Prospectors and Pioneers.
Behaviors can also be restricted by external or situational constraints which refer to restrictions outside the individual's control, such as economic or political factors. [7] There are many different theories regarding how consumers make decisions. These can be applied to try to explain why there is a value-action gap for some behaviors.
De Caluwé and Vermaak provide a framework with five different ways of thinking about change. [71] Model change at the highest level (stage 5). In order to show that management wants the change, the change has to be visible and notable. Leadership needs to express the values and behaviors to be realized.
A supporting model is the Fogg Behaviour Model (FBM), [4] which states that a user must be motivated first before having the ability to perform the change in their behavior, which is triggered by either intrinsic or extrinsic factors (The term "trigger" was changed by the author in late 2017 and the term "prompt" is now being used). [5]