Attitudes behaviour and

Whilst an understanding of the links between attitude, behaviour and the consequences of fhe behaviour are still developing, enough is known to establish that certain key elements of a behaviour approach are more likely to yield success. These key elements include ... 

A number of articles have been published recently on the subject of can-do cultures. These cultures are typically focused on the deliveiy of a product or service on time and/or within budget to meet internal or external client expectations. Whilst there is nothing insidious with this philosoplty in itself, the practicalities of can-do cultures can often lead to errors and mistakes occurring at the implementation levels of the organization. Whilst many of these may be borne of systemic deficiencies, such as poor project planning or inadequate staffing levels, maity more are related to the attitudes, behaviours and perceptions that arise within the woikplace at both the employee and supervisoiy levels, often through the poor communication of intent. 

Srisurapanont, M., Garner, P., Critchley, J. Wongpakaran, N. (2005). Benzodiazepine prescribing behaviour and attitudes a survey among general practitioners practicing in northern Thailand. BMC Fam. Pract., 6, 27. 

Abstract On average 50% of patients are compliant to long term medication treatment. Non-compliance is a drug-related problem as it may result in negative outcomes for the patient. Non-compliance can be intentional or non-intentional and related to knowledge, attitudes, and also practical problems including memory and administration difficulties. The decision to take a medication or not (compliance) lay in the hand of the patient, but the health care providers can support the patient in this decision with the aim to improve the patients health. Definitions and tools to detect negative patient and health-care behaviour and methods for concordance are presented in this chapter. 

Persson M, Sabelstrom E, Gunnarsson B (2009) Handling of unused prescription drugs -knowledge, behaviour and attitude among Swedish people. Environ Int 35 771-774... 

On the basis of research into the way senior managers collaborate in teams, Kakabadse (1991) identified five elements of behaviour and attitudes that are needed for an open style of management. These are shown in Box 7.1. Kakabadse adds ... 

Questionnaires to be completed by each client during the first few weeks of contact. The questions will include client s attitudes, knowledge, and behaviour, with regard to drug use and drug-using practices, sexual activity and HIV/AIDS. A further questionnaire would be completed at a period of between two and three months. The questionnaire would take approximately thirty minutes to complete. 

Bagozzi, R.P. and Warshaw, P.R. (1992) An examination of the etiology of the attitude-behaviour relation for goal-directed behaviours. Multivariate Behavioral Research 27,601-634. 

Eiser, J.R. (1986) Social Psychology Attitudes, Cognition and Social Behaviour. Cambridge Cambridge University Press. 

All respondents were also given an opportunity to modify their WTP towards the end of the interview. This opportunity to state a modified maximum WTP (variable MODIFWTP) was given after some behaviour and attitude questions on, inter alia, the importance of protecting ground-water in relation to environmental protection in general. Also the respondents who did not accept contributions to a Special Fund as a payment vehicle met this question (although only two of them stated aWTP). 

Ajzen, I. (2005) Attitudes, Personality and Behaviour. 2nd edn. Open University Press, Buckingham. 

Langford, D., Rowlinson, S. and Sawacha, E. (2000) Safety behaviour and safety management its influence on the attitudes of workers in the UK construction industry. Engineering, Construction and Architectural Management, 7(2), 133-40. 

The safety culture of an organisation is the product of the individual and group values, attitudes, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organisation s health and safety programmes. Organisations with a positive safety culture are characterised by communications founded on mutual trust, by shared perceptions of the importance of safety, and by confidence in the efficacy of preventative measures. 

The Hopkins team assumed from the outset that safety interventions could only take root if the front line staff were aware of the hazards patients faced and a need for change. A positive safety culture was regarded as essential, by no means sufficient to produce change but a necessary foundation. The safety critical attitudes, beliefs and behaviours need to be embedded at all levels of the organization, so that as far as possible everyone begins with a shared set of assumptions. 

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