ARE YOU GRUMPY, SAD OR DEPRESSED?

 GRUMPY

Many people feel down at the moment with covid, lockdown, economic uncertainty and a range of other social or economic factors. And that's before we get out of bed!

Blue Monday is the name given to a day in January (typically the third Monday of the month) said by a UK travel company, Sky Travel, to be the most depressing day of the year. The concept was first published in a 2005 press release from the company, which claimed to have calculated the date using an "equation".  There doesn't appear to be much substance behind the claim. Blue Monday appears to be a PR stunt dreamed up to sell holidays. But the phenomena is often commented upon. Blue Monday is now 2 weeks ago, but these are not normal times! 

SAD

Seasonal affective disorder (SAD) is a type of depression that comes and goes in a seasonal pattern.SAD is sometimes known as "winter depression" because the symptoms are usually more apparent and more severe during the winter. There is plenty of evidence to support this. 

Symptoms of SAD can include:
• a persistent low mood
• a loss of pleasure or interest in normal everyday activities
• irritability
• feelings of despair, guilt and worthlessness
• feeling lethargic (lacking in energy) and sleepy during the day
• sleeping for longer than normal and finding it hard to get up in the morning
• craving carbohydrates and gaining weight

There is a scale between being down and being depressed, and in some cases being down is as normal as being happy. It is human and healthy to have a full range of emotions.

Fear → feeling of being afraid , frightened, scared.
Anger → feeling angry. A stronger word for anger is rage
Sadness → feeling sad. Other words are sorrow, grief (a stronger feeling, for example when someone has died)
Joy → feeling happy. Other words are happiness, gladness
Disgust → feeling something is wrong or nasty. Strong disapproval
Surprise → being unprepared for something.
Trust → a positive emotion; admiration is stronger; acceptance is weaker.
Anticipation → in the sense of looking forward positively to something which is going to happen. Expectation is more neutral

DEPRESSED
    
Emotions are part of normal life and should not be treated as abnormal or illness in the context of things that may be happening around you. However depression is a real thing. How should we distinguish between normal feelings and depression?

In this context it is interesting to look at Beck's Depression Inventory. A bit of self diagnosis and reflection may be useful to either get things in perspective or seek help.

This depression inventory can be self-scored. 0 1 2 3 for each block of questions. The scoring scale is at the end of the questionnaire.

0. I do not feel sad.
1. I feel sad
2. I am sad all the time and I can't snap out of it. 
3. I am so sad and unhappy that I can't stand it.

0. I am not particularly discouraged about the future.
1. I feel discouraged about the future.
2. I feel I have nothing to look forward to.
3. I feel the future is hopeless and that things cannot improve.

0. I do not feel like a failure.
1. I feel I have failed more than the average person.
2. As I look back on my life, all I can see is a lot of failures. 
3. I feel I am a complete failure as a person.

0. I get as much satisfaction out of things as I used to. 
1. I don't enjoy things the way I used to.
2. I don't get real satisfaction out of anything anymore. 
3. I am dissatisfied or bored with everything.

0. I don't feel particularly guilty
1. I feel guilty a good part of the time. 
2. I feel quite guilty most of the time.
3. I feel guilty all of the time.

0. I don't feel I am being punished. 
1. I feel I may be punished.
2. I expect to be punished.
3. I feel I am being punished.

0. I don't feel disappointed in myself. 
1. I am disappointed in myself.
2. I am disgusted with myself.
3. I hate myself.

0. I don't feel I am any worse than anybody else.
1. I am critical of myself for my weaknesses or mistakes. 
2. I blame myself all the time for my faults.
3. I blame myself for everything bad that happens.

0. I don't have any thoughts of killing myself.
1. I have thoughts of killing myself, but I would not carry them out. 
2. I would like to kill myself.
3. I would kill myself if I had the chance.

0. I don't cry any more than usual.
1. I cry more now than I used to.
2. I cry all the time now.
3. I used to be able to cry, but now I can't cry even though I want to.

0. I am no more irritated by things than I ever was.
1. I am slightly more irritated now than usual.
2. I am quite annoyed or irritated a good deal of the time. 
3. I feel irritated all the time.

0. I have not lost interest in other people.
1. I am less interested in other people than I used to be. 
2. I have lost most of my interest in other people.
3. I have lost all of my interest in other people.

0. I make decisions about as well as I ever could.
1. I put off making decisions more than I used to.
2. I have greater difficulty in making decisions more than I used to. 
3. I can't make decisions at all anymore.

0. I don't feel that I look any worse than I used to.
1. I am worried that I am looking old or unattractive.
2. I feel there are permanent changes in my appearance that make me look
3. I believe that I look ugly.

0. I can work about as well as before.
1. It takes an extra effort to get started at doing something. 
2. I have to push myself very hard to do anything.
3. I can't do any work at all.

0. I can sleep as well as usual.
1. I don't sleep as well as I used to.
2. I wake up 1-2 hours earlier than usual and find it hard to get back to sleep. 
3. I wake up several hours earlier than I used to and cannot get back to sleep.

0. I don't get more tired than usual.
1. I get tired more easily than I used to.
2. I get tired from doing almost anything. 
3. I am too tired to do anything.

0. My appetite is no worse than usual.
1. My appetite is not as good as it used to be. 
2. My appetite is much worse now.
3. I have no appetite at all anymore.

0. I haven't lost much weight, if any, lately. 
1. I have lost more than five pounds.
2. I have lost more than ten pounds.
3. I have lost more than fifteen pounds.

0. I am no more worried about my health than usual.
1. I am worried about physical problems like aches, pains, upset stomach, or constipation.
2. I am very worried about physical problems and it's hard to think of much else.
3. I am so worried about my physical problems that I cannot think of anything else.

0. I have not noticed any recent change in my interest in sex.
1. I am less interested in sex than I used to be.
2. I have almost no interest in sex.
3. I have lost interest in sex completely.

INTERPRETING THE BECK DEPRESSION INVENTORY

Now that you have completed the questionnaire, add up the score for each of the twenty-one questions by counting the number to the right of each question you marked. The highest possible total for the whole test would be sixty-three. This would mean you circled number three on all twenty-one questions. Since the lowest possible score for each question is zero, the lowest possible score for the test would be zero. This would mean you circles zero on each question. You can evaluate your depression according to the Table below.

Total Score____________________Levels of Depression

1-10____________________These ups and downs are considered normal 
11-16___________________ Mild mood disturbance 
17-20___________________Borderline clinical depression 
21-30___________________Moderate depression 
31-40___________________Severe depression
over 40__________________Extreme depression



Tim HJ Rogers MBA CITP 
PROJECTS, PROGRAMMES and CHANGE /  CONSULTANT MENTOR COACH
Adapt Consulting Company 
Consult CoCreate Deliver
Mob +447797762051 Tim@AdaptConsultingCompany.com

Tim Rogers is an experienced Project and Change Leader and an ICF Trained Coach as well as mentor for the IoD. He is a past curator for TEDx. Roles have included Programme Manager for the incorporation of Ports and Jersey, and Jersey Post, as well as Operations Change and Sales Support for RBSI/NatWest. He is also Commonwealth Triathlete and World Championships Rower. He has a passion for learning and has been a Tutor/Mentor for the Chartered Management Institute. He is a former Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.  



LINKS
Seasonal affective disorder (SAD)
https://www.nhs.uk/conditions/seasonal-affective-disorder-sad/

SOMETIMES YOU DONT KNOW WHAT YOU THINK UNTIL YOU WRITE IT DOWN

SOMETIMES YOU DONT KNOW WHAT YOU THINK UNTIL YOU WRITE IT DOWN

As a Coach and Mentor I often work with people to resolve whatever is holding them back. In one recent session the client described their life as entering a new chapter. The use of metaphors can be revealing and useful. We explored how the past, present and future chapters fitted together.  

We then talked about the issues that were making it difficult to more from the past to the future, and played with the chapter metaphor a little. We started by narrowing down what might be on a page and expanding out what might be the whole book. 

We agreed this approach was useful in putting the scale and pace of change into context. Is this a new chapter? Is it a whole new book? Or is it simply turning a page? 

We agreed it would be a great exercise to take three pages and briefly write notes on the past, present and future. The process translates thoughts and feelings into words which can more easily and objectively assessed, and also prepares the ground for future discussions. Conversations can be rehearsed in the script.

By chronicling the past and scripting the future my client was able to gain control over thoughts and feelings, and choose the direction of her story, becoming author for her life.

BRAIN WASHING AND NEW THINKING

Apparently a form of brain washing of american soldiers was to get them to copy out texts that denounced americanism and capitalism. Whereas simply reciting words had no effect on the prisoners, apparently the process of copying text caused then to think about what they were writing. Their internal dialogue [what they said to themselves when they were writing] managed to convince themselves of things that their captors could not.

Writing, which inevitably involves self-talk, is a powerful way of surfacing and examining deeper thoughts in a process which explores meaning and truth before committing it to paper. This process is so powerful in self examination and reflection that story telling or narrative coaching is often used when coaching or mentoring clients about assumptions, ambitions and motives. 

NEITHER MEMORIES OR STORIES ARE FIXED

Memories are not fixed or frozen. Every time we recall something from the past we examine it in a new context, and indeed may edit or update the memory with new meaning or purpose based on reflection or new data.  Memory therefore can be unreliable since each memory is a store of thoughts and feelings at one particular time, which might be potentially changed each time they are recalled.

For example, If you recite the story of that special day when you did that remarkable thing (remember that, that was huge!). Well the story will change over time. Maybe you add details or don't mention bits if telling your parents or partner or the people at work. Maybe that thing which was huge when you were 5, actually seems quite small now that you are a 5'10" adult. Or maybe that really nice thing looks very different with hindsight, now that you now know about that other thing, which you didn't know then.

It is a good thing to re-examine the past, but best done at a time and a place that does not distort the recollection and update with negative thoughts and feelings. The formula below hints at the problem of inaccurate memory.

Formula: Event + Data + Truth +  Experience = Reality

Problems: 
1) Event is vague: It may be what is, isn't or might or didn't happen (but you wanted it to)?
2) Data is uncertain: Did we get all the sights, sounds and signals?
3) Truth is variable: [1] what is, [2] what is perceived [3] what we noticed
4) Experience is subjective: thought & emotion can change because of circumstance and context

A good coach will help you identify, surface, recognise and navigate these elements.

GOALS ARE SHORT STORIES IN THE BOOK OF YOUR LIFE

Having a goal gives people something to strive for, a purpose. Typically this might be family, but not necessarily mother and father type family. It could be colleagues, club, community or country. But it could be artistic, scientifice, literary purpose. Whatever you can conceive you can believe, and if you truly believe that may be your purpose.

This purpose, if it has personal value, will motivate and engage our exploratory and pursuit systems and support that effort with dopamine and analgesia to help us with the pursuit. It is a high, a drive, a passion of positive emotion. We often see this with high performance athletes who push beyond normality and pain. 

We link memories together to form stories of our past. We may do a bit of editorial to make them coherent and flow: we do not like to think of life as random events so we use narrative to create logical consequence, because of this.. then that. We also like to think there is some fate to life: whether the locus of control is external [the world, God, work, politics sets my fate] or the locus of control is internal [I am the captain of my ship].

The result is that these short stories become your lifes work. As director or editor you get to chose the plot simply by deciding which scenes to keep and which to dump on the cutting room floor. If you create a story with purpose, a mission, or goal that transends the every-day (food, drink, sleep, consumption) then you can create and live with positive emotion, by taking responsibility as the screenwriter, director or editor for your life.


Tim HJ Rogers MBA CITP 
PROJECTS, PROGRAMMES and CHANGE /  CONSULTANT MENTOR COACH
Adapt Consulting Company 
Consult CoCreate Deliver
Mob +447797762051 Tim@AdaptConsultingCompany.com

Tim Rogers is an experienced Project and Change Leader and an ICF Trained Coach as well as mentor for the IoD. He is a past curator for TEDx. Roles have included Programme Manager for the incorporation of Ports and Jersey, and Jersey Post, as well as Operations Change and Sales Support for RBSI/NatWest. He is also Commonwealth Triathlete and World Championships Rower. He has a passion for learning and has been a Tutor/Mentor for the Chartered Management Institute. He is a former Chartered Member of the British Computer Society, has an MBA (Management Consultancy) and is both a PRINCE2 and Change Management Practitioner.  


USEFUL LINKS

The True Story of Brainwashing and How It Shaped America
https://www.smithsonianmag.com/history/true-story-brainwashing-and-how-it-shaped-america-180963400/

Self Authoring Suite | Reviewing Jordan Peterson’s Self Authoring Program
https://andreian.com/self-authoring/

 

mBraining

As part of the The Embodiment Conference 14th - 25th October 2020 saw Suzanne Henwood talk about mBraining

This is the idea there are 3 brains: Head + Heart + Gut = mBraining 

Whilst this may seem implausible or impractical my experience in projects and change is that understanding Head + Heart + Gut is essential to motivation, trust, engagement and change.

 

Heart = Emoting, Values, Relational 

There are 7 areas in the heart where we feel different emotions: I love you from the bottom og my heart 
Feeling is in heart - memory in limbic system 

Head = Thinking (Cognitive Perception), Sense-Making

Makes stories, but these are not always 'right' and will create 'false/distortion' to complete gaps 
Makes errors like optimal illusions and event recollection 

Gut = Preservation, Mobilisation Core Identity (not head ego, but the core of who we are)

Think how you feel for a bungie jump. Gut reaction, procrastination, action. 

As we move from present-state to desired-state we may be diverted to emergent-outcome influenced by mBraining tugging us into a new direction which may be good or bad. 

The process to engage mBraining is

• Preparation, relaxed breathing and self awareness
• Communication, with Head + Heart + Gut
• Congruence: think about what each needs to start, stop or continue doing 
• Express: Creative, compassion courage 
• Wisdom

See some fun cartoons about Head + Heart + Gut at the Awkward Yeti https://www.facebook.com/AwkwardYeti/

Some References 
http://www.mbraining.com/home/mbraining-info 
https://www.multiplebraining.co.uk/ 
http://mbrainingtheworld.com/

Peter Hawkins’ Five Cs Model for High Performing Teams

 Peter Hawkins’ Five Cs Model for High Performing Teams:


1. Commission
Are we clear about what our stakeholders are requiring from us? That may be the board, the investors, the customers, communities in which we operate – so the commission comes from a number of sources and so you have to be very careful about the stakeholder/s that you are not noticing. For example, BP didn’t realise that the fisherman of the East Coast of America were an important stakeholder before it was too late. Commission is all about understanding WHY we are here, and this is determined by the stakeholders that we work with.
 
 2. Clarifying
Receiving a clear commission from your stakeholder/s is not enough. A great team creates its own sense of collective endeavour- what are we here to achieve that we can’t achieve by working in parallel? What are the KPI’s of the leadership team? Not just our individual KPI’s, but our collective goals and roles? How do we not only run our functions, but contribute to the whole? Clarifying is all about WHAT are we going to do.
 
 3. Co-creating
HOW do we work together in a way that is generative? How do we have meetings where we are not just exchanging pre-cooked thoughts, but we’re generating new thinking that none of us had before we came into the room?

4. Connecting
Great teams aren’t just ones that have great meetings; great teams are as much about what we do when we’re not together as when we are together. How do I, as part of a team, carry the sense of the whole team with me and not just my function?
 
 5. Core learning
How does the whole team develop and learn, not just the individuals within it? How does a team take time out to reflect on its development? To ask how does it grow its collective capacity? And how does it become a source of individual stretch and development for its members?

To find out more about our coaching and consulting services or just share a coffee and conversation please contact us. We love what we do and we would enjoy sharing ideas which may be useful to you.

TimHJRogers
Consultant Mentor Coach
Helping people and organisations get things done
Tim@AdaptConsultingCompany.com

Some references

https://www.teamcoachingzone.com/dr-peterhawkins
https://www.koganpage.com/article/the-5-disciplines-of-high-performing-teams
https://www.youtube.com/watch?v=a81GDxAMnp8

Where will you find the best motivation?

 This is an interesting model for a coach. Clients will often come for support in achieving goals which are externally motivated: What by boss wants; What my friends think; What  [...] thinks I should do; What media says is success. This is simply (and somewhat superficially) addressed using the GROW model and some SMART goals. However what is more important is the internal dialogue, the personal thoughts and feelings (possibly inner turmoil or conflict). This requires more patience and deeper listening but the results will exist within the client and have more efficacy, conviction and commitment than a 3 step plan (to loose weight, win big, find your true self, nail that project etc.) 

THE PROBLEM WITH PATHOS AND THE NEED TO FOCUS ON PEOPLE

CONSULTING & COACHING TO ENABLE PROGRESS AND PERFORMANCE

Although I have been a consultant, coach, mentor, trainer for some time I have decided to become ICF Accredited.

As part of the the course I have had the opportunity to meet new coaches and experienced (15-20 years) coaches and it is really interesting to see where they draw the line (or vague boundary) between everyday conversation, coaching, counselling and therapy.

The ICF provide clear guidance (LINK 1) but it is nonetheless intersting where both novice and experienced coaches draw distinctions. Some indicated a feeling of empathy or even sympathy for their client seemed to be going too far into the emotions, with an apparent preference for goal setting without tears. Others recoiled at a question aimed to understand how current feelings of anxiety might be linked to past experiences of grief or loss.

A lot of the focus is problem reframing, process, action and goals. Which is good stuff. But there is perhaps more to life than weight-loss goals, presentation skills and project delivery. There are challenging existential, values, beliefs, relationships etc., which can be the cause of modern stress, crisis and self-exportation, discovery and purpose (including life, career, family reappraisal). I think and feel emotion or stress are a part of life and within scope of Coaching, rather than a mental health problem that needs therapy or pharmacy.

Since Covid we talk of a mental health crisis, but I believe in most cases people are not fundamentally broken. What is needed is compassion and conversation, enabling people to exercise their thinking and remedies and only in some cases (see ICF Guidance) referral to a specialist.  

I say compassion rather than empathy or sympathy, because the former remains agnostic, independant and resourceful whereas the ..pathy comes from the greek pathos which can be unhelpful if it simply adds fuel to the fire or water to the well.

For me the e in emotion is the energy that drives us or holds us. To avoid engaging with emotion and instead pursue SMART objectives and next steps is to miss a key essense of coaching which is to support the client through their experience, their mental maps, and their desired outcomes.

We live in a world of 5 step plans, top 10 tips, life hacks and easy remedies. We need to perhaps focus less on the recipe and more on the chef and their choice of ingredients (assumptions, values, believes, patterns) which are guided by emotions (pride, fear, sorrow, joy, grief, anxiety) into behaviours.

This is what so often is lacking when we create project plans and personal appraisals: we omit to focus on the person and their resources in preference for results which are transitory and temporary.

Coaching is a conversational journey to enable people to unlock their potential by understanding their resources, motivation, barriers and goals. Coaching is about asking the right questions.

To see case studies or find out more, or just share a coffee and conversation contact us. We love what we do and we would enjoy sharing ideas which may be useful to your organisation.


TimHJRogers
Consultant Mentor Coach
Helping people and organisations get things done:
http://www.adaptconsultingcompany.com/coaching/

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today's uncertain and complex environment.

LINK 1
New ICF Resource Helps Coaches Understand When and How to Refer Clients to Therapy
https://coachfederation.org/blog/new-icf-resource-helps-coaches-understand-when-and-how-to-refer-clients-to-therapy
https://coachfederation.org/app/uploads/2018/05/Whitepaper-Client-Referral.pdf

WHAT CAN COACHES AND CONSULTANTS LEARN FROM SPEACH AND LANGUAGE THERAPISTS

WHAT CAN COACHES AND CONSULTANTS LEARN FROM SPEACH AND LANGUAGE THERAPISTS
Improved communication when not talking.

We all know how important communication is. For a human infant it is a life and death situation. Without the ability to communicate with sounds and behaviours they are unable to communicate need, hunger, fear, discomfort. Communication is our key to connection with colleagues, communities, cultures even countries.

So what if you cannot talk?

As a consultant and coach I am always aware of the opportunity to learn from different fields and am really interested in Speech and Language Therapy (for example helping stroke patients to communicate) and what it might teach us about every-day communication.

I am indebted to a number of people for the notes below and have included links and references in an efforts to ensure appropriate acknowledgements and references for my observations and speculations. I am not a clinician or a neuroscientist so I apologise if I have misinterpreted the journals and would invite more informed readers to make corrections or clarifications in the comments.  

CONTEXT

“All rehabilitation at its heart, concerns changing behaviour.” For some stroke victims the rehabilitation is a collaboration between them and their partner with both having to make adjustments. Interestingly not everyone understands this at first.

1. There are some cases in a partnership where they work brilliantly as a team to use signs, signals, sounds, gestures, writing, pointing etc., to make-up the short-fall in speech and as a result communicate very well.

2. There are some cases in a partnership where one partner is trying to help correct, improve, guide, challenge the other into getting it right; much as you would do with teaching a child. The problem is that although well intended this may be future because of the damage caused by the stroke and may just create frustration and confusion and actually undermine communication. For example if you know B.. B.. B.. means ball, you've got the meaning why challenge them further my making them say the whole word perfectly?

3. There are some people who fail to appreciate their role, importance and partnership thinking that they do not have to make big changes because it is not them with the stroke. They do not immediately realise that the rehabilitation is for them too, because they have been affected.

A STUDY

I have read of studies (links below) that describe how speech and language therapists use a structured approach based around Behaviour Change Techniques (BCTs) and Behaviour Change Wheel to guide both participants (the stroke victim and their partners) through the challenges, problems, barriers, opportunities and possibilities for better communication.

This is interesting for anyone interested in communication and change. Remember the most significant model in Business Change today is the Kublar Ross Change Curve which came from a Health context. Maybe the next breakthrough in Communication and Motivation exists in neuroscience and Speech and Language Therapy.

SUMMARY OF APPROACH TAKEN

Coaches, consultants and project managers all love  structure, tools, templates and lists to guide process. So these models were really interesting even if the reality is that they are simply a model to provoke thinking rather than a strict prescription of what works in exact doses.

See Table 2. Structure, aims, and activities within better conversations with aphasia.
https://www.tandfonline.com/action/showCitFormats?doi=10.1080/09638288.2019.1703147

The above table/link is the "recipe" that the speech and language therapists followed with the stroke victim and their partners. I am interested as a consultant and coach whether a similar approach is useful in other circumstances.

CONUNDRUM

Some things appear to work better than others

See Table 3. Reliably agreed BCTs identified in Better Conversations with Aphasia.
https://www.tandfonline.com/action/showCitFormats?doi=10.1080/09638288.2019.1703147

The above table/link shows which Behaviour Change Techniques (BCTs) worked

It seems that sometimes the "recipe" works, sometimes it doesn't and it not always obvious why. A possible reason is that it is not the "recipe" but maybe the ingredients (participants) or the chef (therapist/coach) that makes the difference.

Everyone's stroke is different, just as every person and personality is different. So perhaps some 'tools' suit different situations better than others. After all a hammer and a drill are both DIY tools useful to shelves but they are not interchangeable!

See pages 47 to 68 of this PDF for The taxonomy of behaviour change techniques
https://discovery.ucl.ac.uk/id/eprint/1400691/1/Michie_et%20al.%20(in%20press)%20-%20BCT%20Taxonomy%20v1%20development%20paper.pdf

 

As a consultant and coach I was interested, but do not know from the information available.

1. Was the personality (assumptions, beliefs, values) of either the stroke victim or their partners a factor?
2. Was the education, age, social background a factor?
3. Is being intrinsically (from within) motivated versus extrinsically motivated (to appear to others) a factor?
4. Is an internal locus of control (I manage my life) versus external locus of control (Life happens to me) a factor?

However it does seem possible that the step-by-step the "recipe"  may impact, influence or change some of these factors to the extent that stroke victim or their partners change their belief, assumptions, accountability, and thus their behaviour, and thus improve their approach to communication which is more about meaning and understanding than about the ability to talk.

Maybe for some people the the "recipe"  unlocked something for the stroke victim or their partners that for others was left untouched. It would be really interesting to examine all the combinations but possibly a difficult task without an infinite amount of time to accommodate all combinations or some super Artificial Intelligence which can do the modelling for us.

Do do feel there is much to learn from Behaviour Change Techniques (BCTs) taxonomy, if only as a guide of options for coaches and consultant conversations. I certainly welcome any comments from Speech and Language Therapists on their experience of what works and what doesn't in conversations that are geared towards communication, understanding, and change.

We are after all able to communicate meaning and understanding with our offspring well before they are able to talk, so there is no reason that should stop if they loose the ability to talk.

TimHJRogers
Consultant Mentor Coach
Helping people and organisations get things done:
http://www.adaptconsultingcompany.com/coaching/

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051


Behaviour Change Wheel
https://link.springer.com/article/10.1186/1748-5908-6-42

The taxonomy of behaviour change techniques to a conversation therapy for aphasia
https://www.tandfonline.com/doi/full/10.1080/09638288.2019.1703147

Behaviour Change Techniques (BCTs)
See  Table 3. Reliably agreed BCTs identified in Better Conversations with Aphasia.
https://www.tandfonline.com/doi/full/10.1080/09638288.2019.1703147

Also Electronic Supplementary Materials Table 3. BCT Taxonomy (v1): 93 hierarchically-clustered techniques
https://discovery.ucl.ac.uk/id/eprint/1400691/1/Michie_et%20al.%20(in%20press)%20-%20BCT%20Taxonomy%20v1%20development%20paper.pdf

Also
https://www.ncbi.nlm.nih.gov/books/NBK327624/table/table4/?report=objectonly