6. Theories of behaviour change
Evidence shows that using a behaviour change theory to inform the development of intervention activity leads to a greater impact of the intervention. Research has identified at least 80 theories of behaviour change in social and health related sciences (Davis, Campbell, Hildon, Hobbs, & Michie, 2015; Michie, West, Campbell, Brown, & Gainforth, 2014). However, as identified above, very little behaviour change research has been done in relation to fire safety. Therefore KFRS endeavours to collect primary research evidence testing different theories and hypotheses of behaviour change relating to fire safety behaviours across intervention activity.
One broad theory that can be applied to social behavioural change is the Theory of Planned Behaviour (Ajzen, 2011). The Theory of Planned Behaviour posits that intentions directly influence behaviours, and that intentions are determined by attitudes about the behaviour (favourable or unfavourable), subjective norms (whether important others believe that they should perform the behaviour), and perceived behavioural control (perceived ability to perform the behaviour). Intentions can be enhanced by feelings of self-efficacy (confidence to perform the behaviour correctly). Figure 1 depicts the theoretical model for the Theory of Planned Behaviour.
Applying the Theory of Planned Behaviour to KFRS fire safety intervention activity means understanding customer attitudes towards fire safety behaviours. There is some evidence that customers do not consider fire safety a priority (KFRS internal document), and perceived fire to be low risk to them personally, therefore creating a challenge in encouraging fire safety/reduction behaviours. However, more evidence is needed to understand what drives these attitudes. With this in mind, KFRS are undertaking customer insight research to explore the possible underpinning perceptions of fire risk and safety. This research will also help to understand what customers consider to be normative fire safety behaviours (things that they think most other people like them are doing) to inform the move towards behavioural intentions and then behaviour change. Furthermore, KFRS have already gathered insight from customers relating to some fire safety behaviours using the COM-B model to explore customer’s capabilities, opportunities, and motivations for carrying out the behaviours (for more detail see Michie, Atkins, & West, 2014). This helps to inform, to a degree, customer perceptions of behavioural control and self-efficacy.
Figure 1: Theory of Planned Behaviour
Other such theories that may be relevant to KFRS intervention activity include the Protection Motivation Theory (Rogers & Prentice-Dunn, 1997), Self-Regulation Theory (Kanfer & Gaelick, 1991), and Self-Determination Theory (Deci & Ryan, 2008). Which theoretical model should be tested will depend on the available research and application to the relevant intervention area to support hypothesis development.
A Theory of Change was developed by the NSMC to inform and support the evaluation work. The Theory of Change (Figure 2) includes an analysis of the context, and the issues KFRS face when trying to deliver fire and road safety behaviour change. Using the Protection Motivation Theory as an example, the Theory of Change then details how KFRS uses theory driven intervention activity to change behaviour and meet the ultimate outcomes of reducing fire and road incidents. This also acknowledges the interplay with KFRS partners to achieve these outcomes.
Figure 2: Theory of Change
