Interventions behavior change from

What about the intervention step This phase of DO IT involves one or more behavior-change techniques, based on the simple ABC model depicted in Figure 8.3. As I discussed in the preceding chapter, activators direct behavior and consequences motivate behavior. For example, a ringing telephone or doorbell activates the need for certain behaviors from residents, but residents answer or do not answer the telephone or door depending on current motives or expectations developed from prior experiences. The activators listed in Figure 8.3 are discussed in Chapter 10. Consequences are discussed in Chapter 11. 

We have already covered a variety of situational factors that influence the occurrence of safe or at-risk behavior. This included a sequence of questions to ask in order to decide whether instructional intervention is needed, whether another approach to corrective action would be more cost-effective—from redesigning a task to clarifying expectations and providing behavior-based feedback. Here we examine some basic principles about behavior and behavior-change techniques that should influence your choice of an improvement intervention. We begin with a distinction among other-directed, self-directed, and automatic behavior (Watson and Tharp, 1997). 

Figures 28 and 29 are also very useful in identifying as weak the locations of cross section change from double box section to I section (sections 3 -3 and 4 -4 in Fig. 23). An extension of the box section or a more gradual transition to the 1 section would thus be an appropriate intervention for improving the collapse behavior of the arch and enhancing its ultimate strength.

Internal person dimensions like attitudes, perceptions, and cognitions are difficult to define objectively and change directly. So stop trying Most of us don t have the education, training, experience, nor time to deal with people s attitudes or person states directly. Instead, you should look for external factors influencing behavior independent of individual feelings, preferences, and perceptions. When you empower people to analyze behavior from a systems perspective and implement interventions to improve behavior, you will indirectly improve their attitude, commitment, and internal motivation. 

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