This chapter outlines the utility of the health action process approach (HAPA), a hybrid social cognition model that aims to describe, explain, and modify health behaviors. The HAPA combines features of stage and continuum social cognition models. The model makes the distinction between motivational and volitional phases involved in the change process. In the motivational phase, outcome expectancies, action self-efficacy, and risk perceptions are constructs that make formation of intentions more likely. In the volitional phase, coping self-efficacy and action and coping planning are important determinants of behavior, with behavioral maintenance determined by recovery self-efficacy and action control. Behavioral intention bridges the motivational and volitional phases, while planning serves to link intentions with behavior. HAPA-based interventions target change in the appropriate components from each phase most likely to move the individual further toward goal attainment. For individuals who are not motivated to change, interventions targeting change in outcome expectancies, action self-efficacy, and, for some behaviors and in some contexts, risk perceptions promote intention formation. For individuals who already hold intentions to change, interventions focusing on changing coping self-efficacy, planning, and action control are most appropriate. Empirical evidence supports the usefulness of the phase-specific approach to changing behavior proposed in the HAPA.

This chapter provides resources and best-practice guidelines for planning interventions that have broad application to behaviors of everyday living. An overview of the theory and context for why planning is important to behavior change with a focus on current evidence is provided. Key definitions and research evidence of various planning concepts and techniques – action and preparatory planning, implementations intentions, and coping planning – are outlined. Subsequently, instructions are provided on how people can formulate effective planning interventions with examples of behaviors from various relevant prosocial, health, academic, and business contexts. Finally, current evidence and theory are provided with guidance on the types of planning interventions that may work in specific contexts and conditions, and on the moderators that may influence the effectiveness of each approach. Each section includes further details that are provided with worked examples of resources to use based on prior research and various modes of delivery (e.g., face-to-face, website, wearable devices).

The common-sense model of self-regulation delineates cognitive and emotional processes influencing motivations to engage in adaptive behaviors. Originally developed to account for reactions to health-related threats, the common-sense model also holds utility for interventions to change behavior in other domains involving threats to performance and well-being. This chapter provides an overview of the common-sense model and how specific mechanisms such as threat representations, emotion regulation processes, imagery processes, and appraisal processes influence behaviors. The chapter reviews research on approaches for eliciting behavior change through psychoeducational approaches, communication skills training for practitioners, communications arousing worry and fear, training in emotion regulation skills, action planning, and appraisal skills. Specific behavior change strategies (e.g., fear arousal, action planning, self-monitoring) have been tested extensively, although studies testing interventions specifically guided by the common-sense model and targeting multiple model components remain limited. The chapter concludes with considerations of future directions for intervention developments and research on applying the model to promote adaptive behaviors in multiple life domains.

Habitual behaviors are initiated automatically in response to situations in which they have been repeatedly performed in the past. Making a desired behavior habitual is thought to shield it against lapses due to low motivation, while disrupting habitual performance of undesired behaviors may aid cessation. This chapter outlines how developing new cue-behavior associations so that a habit can form may disrupt unwanted habitual actions. The strategies are suggested: avoiding cues, inhibiting responses to cues, or learning new habit associations to displace old ones. Forming a new habit requires sustained motivation and ability to initiate and maintain change as new associations form. Among those willing to change, behavior change techniques that promote action control (e.g., action planning, goal setting, using prompts and cues) may particularly facilitate habit formation. Purposeful habit disruption, requires motivation but is also facilitated by identifying triggers and either avoiding them or planning alternative responses. Habit change can be facilitated or obstructed by characteristics of the target behavior, situation, or actor. For example, behaviors that are easier to perform and driven by intrinsic motives rather than external pressure are likely to rapidly become habitual. Evaluations of habit interventions suggest that they are typically acceptable to recipients and show potential in achieving meaningful behavior change.