INTRODUCING THE ACTIVE BREAK INTERVENTION
Inspiration for the Intervention
The workplace has become increasingly more sedentary over the last 50 years and sitting for long periods of the day has become the norm.
When we sit for long periods of the day the health risk increases and there is a growing body of research that highlights the negative impacts of sedentary behaviour on health, productivity, and overall wellbeing.
However, studies have provided compelling evidence that even small amounts of regular physical activity during the workday can significantly counteract these risks.
There have been several initiatives that include public health campaigns, activity-promoting programmes and changes in workplace design that demonstrate there is a shift in how we think about and structure our work environments.
The Active Break intervention builds on this work. Aiming to give individuals the skills and tools they need to make regular movement a habitual part of the workday.
Drawing on insights from behavioural change studies, the "Active Break" intervention is designed to integrate seamlessly into the existing work environment, promoting health without disrupting productivity.
Theoretical Framework
The intervention employs the COM-B model (Capability, Opportunity, Motivation - Behaviour) and the Theoretical Domains Framework (TDF) to identify and address the specific behaviours and barriers related to sedentary lifestyles in office settings.
The COM-B model and the Theoretical Domains Framework are integral to understanding and addressing the behaviours associated with sedentary lifestyles, particularly in a structured environment like the workplace.
COM-B
The COM-B model posits that behaviour (B) results from an interaction between three components: Capability (C), Opportunity (O), and Motivation (M).
This model is particularly relevant to the intervention design for several reasons:
Capability: Many employees may not feel capable of integrating activity into their workday due to a lack of knowledge or physical limitations.
Using educational content to enhance psychological capability the intervention aims to increasing knowledge and understanding of the health risks associated with sedentary behaviour and the benefits of more active habits.
The intervention suggests several strategies that employees could use to be physically active, such as simple stretches or activities that don’t require special equipment or attire.
Opportunity: The work environment often directly influences how much movement is possible during the day.
The intervention brings focus onto restructuring the physical and social environment to increase the opportunity for activity through encouraging regular breaks or the using routines of the workday to find opportunities for additional movement.
Motivation: Motivation can be influenced by personal attitudes, cultural norms, and the immediate work environment.
The intervention boosts intrinsic motivation by educating employees on the health risks associated with prolonged sitting and the personal benefits of regular movement. Extrinsic motivation is enhanced through social support systems and leadership support for the behavioural change.
Theoretical Domains Framework
The TDF elaborates on the components of COM-B by breaking them down into 14 domains that cover a broad spectrum of behaviour change drivers. The TDF helps to identify which domains are particularly influential in sustaining sedentary behaviours or could facilitate more active behaviours.
Based on the research the three domains which have influences this intervention are:
Knowledge: By providing information on the health consequences of sedentary behaviour and the benefits of activity.
Social Influences: Through role models, social support, and normative restructure of the workplace environment.
Reinforcement: By setting goals, providing feedback, and rewarding compliance to encourage habitual behaviour change.
Using the COM-B model and TDF, the "Active Break" intervention is designed not just to encourage activity but to create a sustainable change in behaviour through a deep understanding of the psychological, physical, and environmental factors at play. These frameworks ensure that the intervention is not only well-rounded but also adaptable to specific workplace needs, significantly enhancing its effectiveness and the likelihood of long-term success.
Behaviour Change Techniques
One of the most widely recognized Behaviour Change Technique Taxonomy (v1) developed by Professor Susan Michie and her colleagues is a comprehensive framework for the classification of behaviour change techniques (BCTs).
BCTs are the active ingredients in an intervention that bring about behaviour change. They are systematic procedures included in interventions aimed at altering the environmental and psychological processes that influence behaviours. These techniques help to specify the component processes that interventions need to target to modify behaviour effectively.
Using the foundation of the COM-B and TDF analysis and linking it with the Michie BCT Taxonomy the Active Break intervention using selected behaviour change techniques aligned with the domains of Social Influences, Reinforcement, and Knowledge.
Implementing Social Influences Techniques
Social Support: Create a supportive community within the workplace where employees encourage each other to take breaks and move around.
Role Model: Encourage leaders within the organization to actively participate in the program.
Self-Monitoring: Provide tools or methods for employees to track their own physical activity levels during the workday.
Monitoring of Behaviours by Others: Establish a system where colleagues can observe and encourage each other’s activity levels in a supportive and non-intrusive way.
Implementing Reinforcement Techniques
Habit Formation: Encourage routines that make physical activity a regular part of the workday.
Rewarding Completion: Provide journaling tools to reflect on the benefits of increased activity, set new personal goals and acknowledge achievement.
Prompts/Cues: Place visual reminders around the workplace that encourage movement.
Implementing Knowledge Techniques
Goal Setting: Set personalised specific, measurable, achievable, relevant, and time-bound (SMART) goals related to activity levels.
Instruction: Provide clear instruction on how to perform various physical activities, ensuring these are accessible and understandable for all skill levels.
Information about Behaviour Outcomes and Consequences: Regularly distribute information about the health risks of sedentary behaviour and the benefits of regular movement, using newsletters, emails, or intranet articles.
Summary
Building on existing public health interventions, research studies and workplace initiatives the Active Break focuses on the growing issue of sedentary behaviour in the workplace.
Integrating theory, behaviour change techniques and personal experience the intervention addresses the psychological, physical and environmental factors that encourage prolonged sitting and provides strategies to make a change.
The Active Break aims to create a healthier, more active and productive workplace by addressing the barriers to physical activity and fostering a supportive culture, the programme enhances employee health and promotes a more energetic, productive, and collaborative work environment.
