I started so well… what happened?
​If you’ve never asked this of yourself you’re definitely the exception and not the rule.
Most of us have at some point struggled with this question or a variation of it. Other common versions include, ‘Why can’t I stick with it?’ ‘Why does this happen every time?’ ‘What’s it going to take?’ And for those of you who have really had enough… ‘What the f#%k!’
So why are so many of us cursed with an inability to hang in there when it comes to changes like diets and exercise programs? Why do many people not even last a week before they quit? And why do so many of us fall into a cycle of quitting after 6-12 weeks? When we start so well and actually feel better for it, it makes no sense that we would quit right?
Well the bad news is that there is no one reason why we do this. There are some common themes that pop up regularly though. I see the following three all the time…

Setting reactive goals
So many of us set arbitrary or reactive goals based on specific triggers.
Someone makes a comment, or looks at you funny, or your pants don’t fit. Maybe the doctor suggests something. Or maybe you make some kind of health goal because it’s New Years. You said… “This year I’m gonna go to the gym, join a sports team, commit to a diet etc…” How did that go for you? Maybe you started something which is great. But how’s it going now?
The point is that so often we set goals that we have no emotional connection with. While our goals seem logical it is rarely logic that drives us to change. We need to have some kind of affinity for our goals.
​
So what’s the answer?
Turn it into something you actually want to do! If you wanted to get fit for example but you hate the gym… Don’t go to the gym! When it comes to fitness any movement counts. So just go through every type of movement you can think of (sport, dance, walking, gym, swim etc.). When you think of something and you say, “yeah that sounds fun”, then this is the kind of thing you should be doing.

Going from 0-100%
What makes you think you can go from doing nothing to going to the gym 5 times per week?
I guess many of us just assume when we decide to do it we will just do it. WRONG! Trying to change by changing everything will result in not changing. The brain is a stubborn organ. It likes to take the path of least resistance, to do things in exactly the same way as it’s always done. It’s particularly resistant to rapid change and will do what it can to resist.

So what should we do?
Start at a pace that you can sustain over time. Building the routine of what you’re doing is more important than what you’re doing. If you make small regular changes then your brain will acclimatise. Once this occurs you can then start building the habit and so on and so on until you get to where you want to be.
So remember… Slow gains are better than no gains!

Forgetting about what you’re not doing
We all live busy lives and we all have a short amount of ‘free’ time in every day.
The free time you do have will already be filled with things you’re accustomed to doing. So when you set a new goal and start doing new things you’ll also need to do less of existing things. This often doesn’t seem like a big deal at the time but in reality it’s a ticking time bomb! Remember the brain likes to do the same things… So even though you may have started doing something new, your brain is craving the things you used to do.

An ‘extinction burst’ is what often results. This is where your brain makes a last ditch effort to reengage in the old behaviour. You could be tracking along nicely then out of the blue you find yourself on the wrong end of a binge wondering what happened. Unfortunately these kinds of incidences regularly lead to an all-out relapse and before we know it we’re back to square one.

So how can we overcome this?
As with previous point the best thing to do is to start slowly. Start at a level where you can still largely do what you usually do. This way the brain won’t end up craving the things it used to do. By slowly replacing old behaviours with new behaviours you’ll find that your brain adjusts much better and your urges to return to old ways won’t be anywhere near as strong.

There are no short cuts! It's amazing how many people will wholeheartedly agree with this statement and in the next breath plunge head first into the next 'quick fix' solution offered by Dr Oz. You see although we know deep down that there aren't really any short cuts, the temptation of the possibility of there being a short cut is often too much for us to resist. "But what if it works" we say to ourselves as we attempt to justify our position. The funny thing is that in a way short cuts might work... The bad news is that even if they do the results are unlikely to stick around.

Why? Well you see, making long term changes requires that we develop positive habits. While rapid transformations yield rapid results what they don't do is allow the habits we develop to really set in and take hold. What you get is a situation where you may have made a physical change, but mentally you are still in a similar position to when you started. This means that there is still a good chance that old behaviors will once again set in and you will return to your starting position. If change takes a while however then we are giving our neural pathways a chance to strengthen and as a result we also achieve a mental transformation. Remember neurons that fire together wire together, meaning that the longer we do something the more chance we will have of continuing to do it.

So the message is... Take your time and look at change as lifestyle and not a destination. The longer you take to get there the more likely it is that your results will stick around in the future.

Listen to Andrew Ellis talk more about this concept below...
Listen to more of what Andrew has to stay here...

Don't think of willpower in the same way as you think of a muscle? Maybe you should. Self control is often what makes the difference between success and failure. Prominent psychologist Dr Roy Baumeister, Professor of Psychology at Florida State University is co-author of 'Willpower: Rediscovering the Greatest Human Strength'.   

Are protein requirements the same for women as they are for men? After studying men, Massey University scientists are seeing if protein also assists women athletes after strenourous exercise

Calorie counting, exercise advice and motivational tips... from a robot? Autom gives dieters advice about calorie counts, exercise goals and motivation. It builds up knowledge over time and can tailor questions and advice for individual needs. It's about to go on the market in the US.

“You are the embodiment of the information you choose to accept and act upon. To change your circumstances you need to change your thinking and subsequent actions.” - Adlin Sinclair

The predominant message that arises from discussing motivational theories and perspectives is that THERE IS NO ONE ANSWER ABOUT HOW AND WHY WE BECOME MOTIVATED. What these theories do provide us with however is a range of points to consider. As we now know motivation can manifest itself in a variety of ways depending on the individual. Because of this it is important that you take out of this series WHAT IS RELEVANT TO YOU.

Do you for example feel as if physiological needs dictate your thinking and behaviour? If so instinct theory, drive theory and the beginning levels of Maslow’s hierarchy will be most relevant to you. Maybe you believe that incentives and goal-setting are more relevant, in which case you will take more from these theories. Maybe you feel that exploring a conflict in thinking regarding a specific issue will kick-start you into action, in which case cognitive dissonance theory may be more relevant.

If you do choose to embrace some or all of these theories, it is important that you can relate to the information in some way. This is true of all the information in this book. The more you can relate to the material the more perspective you will gain regarding your own decisions to change. The idea is that once you've read this series you will have a better understanding of motivation in general and, more specifically, of your own motivational process.

By understanding the process of how you develop motivation to change you can then attempt to recreate this process in the context of a specific course of action. This, in turn, will give you a level of control that you otherwise wouldn't have had. Essentially it will allow you to generate your own motivation (attempt to, at least) at a time of your choosing, rather than waiting for inspiration to strike randomly.

Alternatively understanding how you lose motivation will also give you more control of your situation. Understanding this process will give you the knowledge and tools to notice the warning signs of decreasing motivation and from here you can intervene accordingly.

All of this equates to control. All too often motivation is something that strikes randomly, or something that predictably surfaces when a new year is rung in. If motivation does come at these points in time, then that’s great. However it doesn't help those of us who want to do something NOW! By understanding motivation you’re putting the ball back in your court. You are taking charge of what you want to do, what you've always wanted to do. You’re taking control of your future!

Maslow's Hierarchy of Needs is a motivational theory developed by the American psychologist Abraham Maslow. It is one of the most widely discussed and referenced theories on motivation.

Maslow’s perspective is a wide-ranging overview of human motivation. It incorporates a blend of biological and environmental motives which represent the increasing complexity of human requirements. The theory is based on five hierarchical levels. Each level represents an increasingly complex set of human needs.

The theory states that basic needs must be met, or at least partially met, before more advanced or evolved needs can be addressed. These needs are arranged in a pyramid form and indicate the varying strength and importance of each. The basic needs or requirements that are vital for daily survival form the bottom level of the pyramid and are the most important. The needs that are less important to survival or aren’t relevant to survival are higher up the pyramid.

The following describes the five levels starting with the bottom of the pyramid, or level 1:

Physiological. These needs are the literal requirements for human survival and form the largest and most important part of the hierarchy. Metabolic needs such as food, water and air as well as protective elements like clothing and shelter are all included in this level. If these most basic of needs aren’t met the hierarchy becomes obsolete as we cease to function.

Safety and Security. At this point the focus shifts from immediate survival to longer term survival. Assuming the physiological needs have been relatively satisfied, the need for safety will take precedence and govern behaviour. All organisms, humans included, seek order and desire an environment that is free of danger and chaos. This can explain why the bulk of humans try and live stable lives where they have jobs, homes and insurance. Through these things we can not only achieve personal and financial security but secure a safety net against potential accident, illness or misfortune.

Belongingness and Love. After we have attained an adequate long term sense of safety, we then look to meet needs of a more social nature, these being belongingness and love. The need to love and be loved, both sexually and non-sexually is an important part of what makes us human. We all need to belong and feel we are accepted by various social groups. For most of us we meet this need through small or close social connections such as family, close friends and intimate partners. Others may look to larger social groups such as clubs, sports teams, professional or work groups and in some cases, gangs.

Esteem. Once we feel a sufficient sense of belongingness and acceptance we then become concerned with needs related to esteem. More specifically the need for stable self-esteem and self-respect. Esteem may be attained via professional or personal avenues and may take the form of achievements, recognition from others or the jobs we do. However we attain self-esteem the bottom line must be that we feel self-valued and have a sense of contribution.

Maslow states that esteem needs can be divided into two categories, lower and higher. The lower category refers to needing the respect of others. This respect may be attained through status, recognition, fame or attention for example. The higher category refers to the need for self-respect. Examples include competence, self-confidence, strength, independence or mastery. The higher category, self-respect, is considered to be the more powerful and longer lasting form of esteem. This is because self-respect is an intrinsic form of esteem, whereas respect from others is considered to be extrinsic and can often be fleeting.

Self-actualization. Self-actualization pertains to the desire to explore, understand and fulfil one's own potential. This broad definition becomes much clearer when considering individuals and the specific goals they may have. For example you may have a desire to achieve great things as an artist, athlete or parent. The need for self-actualization is often the source of frustration for those that have considered what they really want to do in life. For example, take someone trapped in a job due to financial commitments, who yearns to become an athlete or an artist. This person may become increasingly frustrated in life because their need for self-actualization is not being met.

Maslow states that a clear understanding of this level is achievable only after previous needs have been met and mastered. As a result very few people ever attain self-actualization, which is the reason it’s the highest and most difficult level to reach. 

Maslow’s Needs Hierarchy can be summarised as follows: As humans we have needs, wants and desires which influence the way we behave. If our needs are unsatisfied they play a major role in influencing our behaviour. Once our needs are satisfied, their influence on behaviour becomes much less apparent.

As our needs are many and varied, they are arranged in order of importance, starting with the most basic of human needs and finishing with the most complex. Before advancing up the needs hierarchy, the preceding need must be at least partially satisfied. What passes for partially satisfied will be determined by the individual. As a person progresses up the hierarchy they will demonstrate an increasing level of individuality, humanness and psychological health.

As with other theories and perspectives on motivation, Maslow’s needs hierarchy is subject to some criticism. One of the main issues is the ranking of needs. Some argue that Maslow’s needs don’t need to be met in their specific order, while others say human needs are more individualistic and are not, and never have been hierarchical. 

Self-actualisation being the pinnacle of the hierarchy is also a point of contention. Some believe this arrangement is ethnocentric, and doesn’t cater for the differences between the social and intellectual needs of those raised in individualistic societies when compared to those raised in collectivist societies. Individualist societies tend to focus more on improvement of self, whereas the focus of collectivist societies is based more around community and acceptance and outweighs the need for individuality. This means Maslow’s hierarchy may not provide a blanket explanation to human wants and needs, and may only be relevant to those of us living in individualist societies.

How might Maslow’s Hierarchy of Needs relate to exercise motivation and change?

Despite its criticisms Maslow’s needs hierarchy is still highly relevant to exercise motivation. The reason for this I would assume is that most people reading this are interested in self-improvement. This in turn means the chances of us having being raised in an individualist society are high. As a result much of the criticism regarding Maslow’s theory becomes irrelevant. 

With this criticism having been addressed we can now look at how Maslow’s theory relates to us and our ability to build, strengthen and maintain motivation exercise.

A good place to start is to ask the question “where does exercise motivation fit within Maslow’s hierarchy?” At a stretch you could argue there are links to the first two levels, physiological and safety, but for the sake of keeping things relevant, let’s explore how exercise motivation fits in the top three levels only, these levels being: belongingness, esteem and self-actualisation. It is important at this stage to state that exercise motivation could fit into any one or all of these levels depending on the individual. 

So after having established where exercise fits within Maslow’s hierarchy, the next logical step is to get clear on exactly what your motives for wanting to exercise are. From here you need to deduce whether or not these are the right motives or at least whether they will give you the best chance of success. Are they the kind of motives that come from within and will allow you to maintain motivation over time? Or are your motives more about wanting to fit in with others or related to how you want others to see you? 

Take belongingness for example. If you want to exercise and look good in order to feel you belong and fit in with others, then you can presume that this motive is extrinsic in nature. You could then deduce that this motive will most likely not lead to you being motivated in the long term. Alternatively you may have intrinsic motives to exercise and go to the gym regularly. As a side effect you may feel a sense of belonging through being part of the gym community. This in turn will serve to strengthen your original intrinsic motives which will mean the chance of maintaining long term motivation is increased.

When considering the esteem level you can look at it in a similar way to intrinsic and extrinsic motivation. Self-respect, the higher level of esteem is intrinsic and the lower level of esteem, wanting respect from others is extrinsic. As you know from learning about extrinsic motivation, wanting respect from others is not the best approach if you want to maintain motivation over time. You need to ensure your motives reflect your need for self-respect and not the need for respect from others. 

If your motive or need to exercise is linked to the highest level, self-actualisation, then chances are your motives are intrinsic in nature. This will likely mean you want to change for the right reasons. For anyone operating at this level becoming motivated long term becomes much more likely. As Maslow points out, however, reaching this level is not an easy thing to do. 

One of the main themes that emerges from Maslow’s theory is the necessity to address the preceding, more basic needs before moving onto more complex needs. This alone may provide you with some insight into whether or not you’re ready to tackle a new exercise routine or endeavour. If your physiological and safety needs aren’t being met, starting a new exercise or health-related endeavour might not be the best idea at this point in time. For example if you’re tired from sleeping poorly, or you never have energy due to inadequate nutrition, this should be your priority focus before looking to do anything else. Likewise if you’re having issues with belongingness or esteem, you should first try and address these needs before committing to an exercise routine. 

Simply put, you must ensure you have adequately met preceding needs before beginning to explore the more complex need for self-improvement through exercise. You need to give yourself the best possible chance to build, strengthen and maintain motivation and having unsatisfied needs dominating your thought processes and behaviours is not the best place to begin.

Take a moment to consider how Maslow’s Needs Hierarchy is relevant to the things you have done in the past or the things you are doing currently.

Coming next in part 8 – Motivational Theories: A summary

Goal setting theory is based on the idea that we can sometimes have desires to attain clearly identifiable goals. As a result an individual may become motivated to pursue a course of action in an attempt to reach this goal. In most cases the end goal is what provides the reward rather than the action or journey we take to attain it. The more effective a goal is, the more motivated someone will be to achieve it. The effectiveness of a goal is influenced by three key features, these being: proximity, difficulty and specificity.

Firstly, with regard to proximity, an ideal goal should be achievable within a reasonably short amount of time. What is reasonable will vary depending on the person, but in general if achieving a goal seems like it will take forever it probably will. If we can see the finish line we are more likely to reach it. If we can’t see the finish line, things can often seem hopeless because we feel as if we are drifting and getting nowhere. I know many people, myself included, have felt this way about past goals. Many people will be feeling this way now regarding their current goals and aspirations. 

This may explain why often we are more motivated to achieve smaller goals like losing a dress size, or losing two or three kilos, as opposed to entering a body building competition. The latter just seems like it would take too long, whereas reaching the first two goals seems achievable.

Consider the following example: An unfit person who hasn't done a lot of running in the past may set a goal to run a marathon. While running a marathon is a valid long term goal for someone in this position, it may ultimately prove to be too ambitious. What is likely to happen is that after a few weeks of training this person would start to feel disheartened. As a result their motivation will decrease and they may start to feel they will never achieve their goal. This is not to say long-term goals like running a marathon aren't effective. It merely means that by splitting up or chunking a large goal into a series of smaller goals, you will be more likely to succeed.

If this same person had initially set a goal to be able to run 3 kilometers for example, after a few weeks they may be able to attempt this and experience some success. From here they could then increase the distance from 3 to 5 kilometers and so on until they reach their goal of running a marathon.

The second aspect of an effective goal is difficulty. An effective goal should present us with a challenge, while not seeming impossible to achieve. Put another way, a goal should not be too hard nor too easy to complete. When the difficulty of a goal presents us with a realistic challenge we are more likely to be optimally motivated and thus more likely to succeed.

Thirdly, specificity refers to description or definition of the goal. Essentially if a goal is not clearly defined or well understood, then it is very hard to know exactly what we are working towards. Alternatively, a clearly defined goal that is well understood puts us in a position where we know exactly what it is that we are trying to achieve.

For example a goal of exercising, or looking better, is not very specific and doesn't provide a very clear or well-understood goal. To make these goals more effective we would simply elaborate on exactly what we would like to do. For example your goal might be to run twice a week for 30 minutes or to lose two dress sizes.

How might goal setting theory relate to exercise motivation and change?

Goal setting theory is, and will be, important when considering any major life change you will make now and in the future. This is not to say that in the absence of goal setting you will be unable to achieve goals. It simply means that by setting realistic goals, your chances of succeeding will be greatly increased.

An effective goal can provide direction and assurance that you’re on the right track. An ineffective goal can leave you feeling confused and disheartened. When you set effective goals you have something to aim for. When you have a target you’re more likely to be directive and focused in your efforts. This equates to being more efficient which allows you to achieve your goals in a timely manner.

There is little doubt that goal-setting is of high importance and relevance. However we can often fall into some common traps. What people don’t know is that IT’S THE THINKING PROCESSES THAT OCCUR PRIOR TO SETTING GOALS THAT IS THE MOST IMPORTANT ASPECT OF GOAL SETTING. What this means is that you will likely benefit from spending a greater amount of time at the front end of the goal setting process figuring out exactly what it is that you’d like to achieve. Once you know what you truly want to do, you can then begin the process of setting effective goals. By putting in some quality thinking time at the front and following the basics of goal setting, anyone can set an effective goal that will have a good chance of being successful.

Time spent thinking about what you really want will always pay off in the end. If you don’t think it through, you are likely to rush into something that in the long term may not be that important to you. After all why would you do something that will likely be challenging or even extremely difficult if you only ‘sort of’ want to do it?

Take a moment to consider how goal setting theory is relevant to the things you have done in the past or the things you are doing currently.

Coming next in part 7 – Maslow’s Hierarchy of Needs

For a different perspective and a look at a new and highly effective method of goal setting check out the '2-3-4 approach to change' here http://www.exercisechange.co.nz/resources.html 

The ‘BUT game’ is a simple way to explore the consequences of making a specific choice. It will not tell you which choice you should make but rather it will get the FACTS out in the open. What you choose to do from here will be your ‘more informed’ choice to make. Here’s how it works…

Firstly there needs to be some awareness of the choices you’re making, or are about to make. For example if you have promised yourself that you will  go for a run after work and you will do this immediately after arriving home, you need to be aware that this is the plan. You also need to pre-empt or be aware of any additional choices that will present themselves around this time e.g. instead of leaving straight away I will sit down for 5 minutes and watch TV, or I will just grab a quick snack before going. You will know what these ‘alternate’ choices are if you really think about them. They wont be anything new or exotic but rather they will be the same old things you would usually do or have done in the past.

Secondly there needs to be a willingness to play the ‘BUT game’ upon realising that you do in fact have a choice. Think of it like a turnstile at the intersection of a crossroad. You need to firstly STOP, then THINK (play the ‘BUT game’) before making your choice and walking through. Using the same example, imagine that you walk straight in the door with the intention of going to your bedroom to put your running gear on. As you do however you automatically stop and open the fridge looking for something quick and satisfying to eat. THIS IS THE POINT where you need to STOP and then THINK. This is the point where you need to play the ‘BUT game’. This is the first step to challenging the choices you make, and believe it or not is often the most difficult part of the process.

Thirdly, assuming you are aware of the choices you’re making and are willing to play the game, you would begin. Using the same example and picking up at the point where you find yourself staring into the fridge after promising yourself you would go for a run straight away… the actual ‘BUT game’ would look something like the following:

Considering choice 1 (Eating something in the fridge) you would say to yourself something along the lines of…

• “I could eat that donut or drink that cola… BUT I know if I did I would feel bad about it the minute I had eaten/drunk the last bit.”
  
• “I could eat that donut or drink that cola… BUT I know if I did I might not go for my run because I would’ve already broken one promise to myself (going for a run as soon as I get home) which would make breaking another easier.”
  
• “I could eat that donut or drink that cola… BUT I know if I did I would probably go back for some more because that’s what I usually do. This would not only mean I probably wouldn’t go for my run but it would also mean I would be doing the complete opposite of what I was trying to do by running in the first place (lose weight and get fitter). This would make me feel guilty and angry with myself.”

Considering choice 2 (Going for the promised run) you would say to yourself something along the lines of…

• “I could close the fridge door, get my running gear on and go for my run as promised… BUT I know if I did I wouldn't get that instant gratification of eating a donut or drinking cola.”
  

Considering both of your choices and your thinking round the ‘BUT’s’ for making each choice you would ask yourself…

• “So if I eat this donut or drink this cola this is what is likely to happen… If I go for my run this is what is likely to happen… Given I’m now aware of the consequences for both choices what is it that I want to do now?”
  

That’s it! The ‘BUT game’ is not rocket science, but it is effective. As mentioned above the hardest step is actually entering into this mental dialogue with yourself in the first place. Once you have gotten past this step in most cases you will find the right choice is a no brainer. It becomes very difficult, or at the least a little more difficult, to make a poor choice when all of the consequences and ramifications have been laid out in a factual way.

So are you up for the challenge? Will you play the ‘BUT game’ or when you think about it are you thinking to yourself, ‘I’d like to play this game BUT…’

Good luck!

For those of you who would like to know more about the theory behind this approach, check out ‘Cognitive Dissonance Theory’ under the ‘Motivational Theories’ category

Cognitive dissonance theory (which refers to a conflict in thinking) is one of the most influential theories in social psychology and has many applications within the field of motivation.

The term cognitive dissonance may refer to a feeling of discomfort caused by having conflicting ideas simultaneously. Alternately, discomfort may occur when our beliefs are in conflict with the way we behave. It is sometimes referred to as ‘the psychological squirm’, in reference to the uncomfortable feelings we often experience when contemplating two incompatible viewpoints.

The theory proposes that when people experience discomfort, they have a motivational drive to reduce the conflict causing it. In the context of health and fitness, consider a person who would like to lose weight. On one hand they think or believe that they would like to look and feel better, yet, on the other hand, they continue to eat junk food and not exercise. This represents a conflict between where the person is now, versus where they would like to be. Another classic example often discussed in the context of this theory is the example of someone who smokes. A person may wish to be healthy. They believe smoking is bad for them, yet they continue to smoke.

Pro-actively reducing this conflict, or dissonance, can be achieved through modifying or changing behaviours, attitudes, or values and beliefs. Alternatively it can be reduced by denying, justifying, minimising or blaming. Often it is much easier to make excuses than it is to change behaviour. This is why it is often said that JUST BECAUSE WE CAN RATIONALIZE THE CHOICES WE MAKE, IT DOESN'T MEAN WE ARE RATIONAL.

When we find ourselves in a state of dissonance, we commonly feel discomfort in the form guilt, anger, shame, sadness or embarrassment. More often than not, when we experience discomfort due to a discrepancy in thinking, we tell ourselves it isn't actually that big a deal. It is easy to tell ourselves that it’s too hard to do anything about it, or that our situation isn't that bad, or that it’s not actually that important. As humans we are biased to think that the choices we make are the correct ones, despite there often being contrary evidence. This bias provides some explanation as to why we often make irrational decisions and continue to participate in destructive behaviour.

Consider the following story: The Fox and the Grapes by Aesop (ca. 620–564 BCE) is a classic fable that provides an insight into how we as humans often deal with cognitive dissonance. In the story, a fox sees some grapes he really wants to eat. The grapes are hanging high in a tree. Unable to reach the grapes or think of a way in which to get them, the fox surmises that the grapes are probably not worth eating anyway. He strengthens this position by stating that because the grapes haven’t fallen yet they cannot be ripe and would most likely be too sour to eat.

This example provides a good insight into the patterns of justifying behaviour we often engage in. Firstly, we desire something e.g. to lose weight. Secondly we discover, usually sooner than later, that what we desire is unattainable, or at least difficult to attain. Thirdly, as a way of justifying this failure, we criticise and/or minimise the importance of what we originally desired. By doing this, we can maintain a feeling of comfort and avoid having to live with an on-going sense of failure.

This pattern of behaviour and thinking is sometimes called Adaptive Preference Formation. In short, this means that if we fail to reach a goal or feel the goal is too difficult to reach, we simply move the goal posts or forget about the goal all together. This is our way of adapting to and dealing with things we can’t attain.

What cognitive dissonance theory aims to achieve is to explore and resolve this feeling of discomfort so we can make an informed unbiased decision to either move forward or not. By exploring an issue fully we can make sense of things in the context of what we truly believe and not just what we believe for convenience. For example you may know that by not losing weight you are increasing your chance of heart disease. This creates a discrepancy with the belief that you are an intelligent, reasonable person who makes smart, informed decisions.

Although cognitive dissonance theory is widely acknowledged, there are some critics of the theory. The idea that people don’t think much about their attitudes, let alone whether they are in conflict with values and beliefs, is central to these criticisms.

Other critics look to reinterpret the theory. They claim that cognitive dissonance doesn’t arise by people experiencing discomfort due to a conflict in thinking. Instead, it occurs when people see their behaviour being in conflict with their positive views of themselves. For example, a person may think to themselves: ‘I’m a healthy person’. This causes conflict when they may also think to themselves: ‘but I don’t exercise and I eat bad food’. This interpretation, however, is only a slight variation and still works with the idea that we have a motivational drive to reduce discomfort.

How might cognitive dissonance theory relate to exercise motivation and change?

Cognitive dissonance has particular relevance to exercise motivation making it a highly useful and valuable theory. It becomes even more relevant for those of you who have a strong sense of where you want to be in life. Moreover, those who know what they need to do to achieve their goals, but just can’t manage to do it will find this theory particularly useful.

Consider the example of a person who has wanted to begin an exercise routine for the last six months, but for various reasons hasn't started. They know what they need to do but for some reason they just haven’t been able to get going. The process someone in this situation might consider is…

First, name any thoughts, beliefs and actions that are in conflict with achieving their goals, e.g. thoughts and beliefs might include ‘I’m not that unfit and I still look ok’, ‘I’m just not cut out for exercising’, or ‘I’ll probably fail’ etc. Actions might include overeating, watching too much TV and drinking regularly.

Second, you would explore this conflict and attempt to understand it. In this case by looking at desired behaviour including associated beliefs and thinking (starting an exercise routine, why this is so important to you and how it would make you feel), alongside the actual behaviour, beliefs and thinking.

Third, after examining both sides of your thinking and behaviour, you would make an informed decision about how to proceed.

What this process allows you to obtain is an accurate assessment of your current position and a clear picture of what you really want to achieve. Armed with this knowledge you can then either proceed with a plan of action, or if you find that you’re still unsure about change, you can work on *exploring and resolving the associated ambivalence instead.

Cognitive dissonance theory also allows you to see things for what they are. As mentioned earlier when discussing adaptive preference formation, all too often people justify, minimise and blame their way out of moving forward with their goals. By exposing these shortcomings, you can no longer hide behind excuses and justifications. As a result you must face the real reasons why you don’t do the things you want to do. Regardless of whether you then choose to pursue your goals, at the least you've gained a full picture of the issues preventing you from moving forward. These issues will most likely still be there the next time you choose to pursue the same or similar goals. When or if this happens you will then find yourself in a good position to deal with the real issues that continue to hold you back.

Take a moment to consider how cognitive dissonance theory is relevant to the things you have done in the past or the things that you are doing currently.

Coming in part 6 – Goal setting theory

*To take a closer look at any ambivalence you might have about making an exercise related change (or any other type of change) check out the ‘Exploring and resolving ambivalence’ activity here http://www.exercisechange.co.nz/resources.html