Worked example 1
Two colleagues receive the same workplace health leaflet about reducing alcohol intake.
Colleague X reads it, agrees drinking is a problem, but says "I've tried before and always fail — what's the point?"
Colleague Y says "I know I drink too much but I'm not ready to change — I enjoy socialising with the team."
(a) Identify each colleague's stage of change and locus of control. [4 marks] (b) Explain how self-efficacy explains Colleague X's response. [3 marks] (c) Design stage-matched interventions for each colleague. [4 marks] (d) Evaluate the Stages of Change Model as a framework for health promotion. [6 marks]
Show solution outline
(a) Stage and LOC:
- Colleague X: Contemplation stage — recognises problem but lacks confidence to act. External LOC tendency — "always fail" suggests outcome feels beyond personal control.
- Colleague Y: Precontemplation stage — does not intend to change; minimises problem. External/social LOC — social drinking controlled by team norms, not personal choice.
(b) Self-efficacy (Colleague X):
- X has low self-efficacy from repeated failed mastery experiences — past quit attempts reinforce belief that change is impossible.
- Bandura — without successful past experience or credible model, self-efficacy remains low despite recognising health risk.
- Verbal persuasion (leaflet alone) is the weakest source of self-efficacy — insufficient without supported behaviour attempt.
(c) Stage-matched interventions:
- Colleague X (contemplation): Motivational interviewing — explore ambivalence, build self-efficacy through small achievable goals (e.g. two alcohol-free days). Provide vicarious learning — colleague testimonials. Set preparation plan with specific dates.
- Colleague Y (precontemplation): Consciousness-raising — personalised feedback (audit score showing units consumed). Highlight subjective norms — not everyone drinks heavily. Avoid confrontation; decisional balance exercise weighing pros/cons. Do not push action-stage strategies (will fail).
(d) Evaluation of Stages of Change Model:
- Strengths:
- Tailored interventions — prevents wasting resources on precontemplators with action-stage programmes.
- Relapse normalised — not failure but part of spiral model; reduces dropout guilt.
- Supported by Prochaska et al. meta-analyses — stage-matched interventions outperform mismatched.
- Integrates with HBM (contemplation = weighing benefits/barriers) and TPB (preparation = forming intention).
- Limitations:
- Stages may not be discrete — people oscillate between stages; model oversimplifies continuous process.
- Difficult to classify — X and Y may shift stages within weeks.
- Individual focus — ignores social and environmental barriers (workplace drinking culture).
- Western bias — assumes autonomous individual decision-maker; less applicable in collectivist cultures.
- Arbitrary time boundaries — no clear criteria for stage transition.
Judgement: Valuable practical framework for clinicians and health promoters, but should be combined with HBM/TPB and settings approach (3.5.2) for comprehensive intervention design.