Theory of Change in Digital Behavior Change Interventions (Dbcis) And Community-Based Change Initiatives – A General Framework

Rad, Dana; Rad, Gavril

doi:10.47577/tssj.v21i1.3950

Cited by 4 publications

(2 citation statements)

References 34 publications

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“…The implementation of this intervention is fully described elsewhere [ 71 ] and reports the protocol for a feasibility pilot randomised controlled trial (RCT) to assess the feasibility and acceptability of both the toolkits and planned route of recruitment. The research team developed the identity of the intervention as being named PROWORK (PROmoting a Sustainable and Healthy Return to WORK).…”

Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop evidence-based toolkits that support workers on long-term sick leave and their managers

Varela-Mato,

Blake,

Yarker

et al. 2023

BMC Health Serv Res

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Background Managing long-term sickness absence is challenging in countries where employers and managers have the main responsibility to provide return to work support, particularly for workers with poor mental health. Whilst long-term sick leave and return to work frameworks and guidance exist for employers, there are currently no structured return to work protocols for employers or for their workers encompassing best practice strategies to support a positive and timely return to work outcome. Purpose To utilise the intervention mapping (IM) protocol as a framework to develop return to work toolkits that are underpinned by relevant behaviour change theory targeting mental health to promote a positive return to work experiensce for workers on long-term sick leave. Methods This paper provides a worked example of intervention mapping (IM) to develop an intervention through a six-step process to combine theory and evidence in the development of two toolkits – one designed for managers and one to be used by workers on long-term sick leave. As part of this process, collaborative planning techniques were used to develop the intervention. A planning group was set up, through which researchers would work alongside employer, worker, and mental health professional representatives to develop the toolkits. Additionally, feedback on the toolkits were sought from the target populations of workers and managers and from wider employer stakeholders (e.g., human resource specialists). The implementation and evaluation of the toolkits as a workplace intervention were also planned. Results Two toolkits were designed following the six steps of intervention mapping. Feedback from the planning group (n = 5; psychologist, psychiatrist, person with previous experience of poor mental health, employer and charity worker) and participants (n = 14; employers = 3, wellbeing director = 1; human resources = 2, managers = 2, employees with previous experience of poor mental health = 5) target populations indicated that the toolkits were acceptable and much needed. Conclusions Using IM allowed the development of an evidence-based practical intervention, whilst incorporating the views of all the impacted stakeholder groups. The feasibility and acceptability of the toolkits and their supporting intervention components, implementation process and methods of assessment will be evaluated in a feasibility pilot randomised controlled trial.

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Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop evidence-based toolkits that support workers on long-term sick leave and their managers

Varela-Mato,

Blake,

Yarker

et al. 2023

BMC Health Serv Res

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“…The purpose of Managing Minds at Work is to develop line managers' knowledge and confidence in preventing work-related stress and promoting mental health at work. The training is based on a theory of change, which is commonly used in the development of digital interventions [54]. The theory of change is a purposeful model of how the MMW intervention will contribute through a chain of early and intermediate outcomes to the intended result:…”

Section: Managing Minds At Work Interventionmentioning

confidence: 99%

Managing Minds at Work: Development of a Digital Line Manager Training Program

Blake

Vaughan

Bartle

et al. 2022

IJERPH

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Mental ill-health is the leading cause of sickness absence, creating a high economic burden. Workplace interventions aimed at supporting employers in the prevention of mental ill-health in the workforce are urgently required. Managing Minds at Work is a digital intervention aimed at supporting line managers in promoting better mental health at work through a preventative approach. This intervention was developed as part of the Mental Health and Productivity Pilot, a wider initiative aimed at supporting employers across the Midlands region of the United Kingdom to improve the future of workplace mental health and wellbeing. The aim of the study is to describe the design and development of the Managing Minds at Work digital training program, prior to feasibility testing. We adopted a collaborative participatory design involving co-design (users as partners) and principles of user-centred design (pilot and usability testing). An agile methodology was used to co-create intervention content with a stakeholder virtual community of practice. Development processes were mapped to core elements of the Medical Research Council (MRC) framework for developing and evaluating complex interventions. The program covers five broad areas: (i) promoting self-care techniques among line managers; (ii) designing work to prevent work-related stress; (iii) management competencies to prevent and reduce stress; (iv) having conversations with employees about mental health; (v) building a psychologically safe work environment. It was considered by stakeholders to be appropriate for any type of organization, irrespective of their size or resources. Pilot and usability testing (n = 37 surveys) aligned with the Technology Acceptance Model (TAM) demonstrated that the program was perceived to be useful, relevant, and easy to use by managers across sectors, organization types, and sizes. We identified positive impacts on manager attitudes and behavioral intentions related to preventing mental ill-health and promoting good mental wellbeing at work. The next step is to explore the feasibility and acceptability of Managing Minds at Work with line managers in diverse employment settings.

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The digital health technology menu

Acosta-Gomez

2023

Pharmaceutical Care in Digital Revolution

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Theory of Change in Digital Behavior Change Interventions (Dbcis) And Community-Based Change Initiatives – A General Framework

Cited by 4 publications

References 34 publications

Using intervention mapping to develop evidence-based toolkits that support workers on long-term sick leave and their managers

Using intervention mapping to develop evidence-based toolkits that support workers on long-term sick leave and their managers

Managing Minds at Work: Development of a Digital Line Manager Training Program

The digital health technology menu

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