The ASE model posits that human behavior can be predicted if one studies the intention behind the behavior. It was created by health communication expert Hein de Vries in 1988.
The ASE model believes intention and behavior are determined by cognitive variables such as attitude, social influence, and self-efficacy. The model also believes that intention predicts behavior such that one’s attitude toward a behavior is influenced by the consequences of that behavior.
Three cognitive variables are the primary determinants of whether the intention to perform a new behavior was sustained: attitude, social influence, and self-efficacy. Various external variables also influence these factors.
The ASE model posits that human behavior can be predicted if one studies the intention behind the behavior.
The ASE model was created by health communication expert Hein de Vries in 1988.
De Vries, a professor at Maastricht University in the Netherlands, has used behavioral models to develop intervention programs related to smoking, alcohol, skin cancer, and diabetes, among others.
The ASE model is based on aspects of social cognitive theory and the theory of reasoned action. It rests on two key assumptions:
Intention and behavior are determined by cognitive variables such as attitude, social influence, and expectations around self-efficacy.
Intention predicts behavior. That is, an individual’s attitude toward a particular behavior is based on the consequences the individual expects after performing the behavior.
The model also makes a distinction between two types of variables:
Distal/descriptive variables – these are demographic variables that help practitioners identify and serve specific target groups for healthcare interventions, and
Proximal/mediating variables – the aforementioned cognitive variables related to attitude, social influence, and self-efficacy.
The three cognitive variables of the ASE model
Let’s take a more detailed look at the cognitive variables which de Vries noted were the determinants of whether the intention to perform a new behavior was sustained:
1 – Attitude
The attitude of an individual comprises the perceived cognitive and emotional advantages and disadvantages of a certain behavior.
The starting point for exhibiting a new behavior occurs when the individual possesses a positive attitude toward it.
Someone may want to start a new exercise regime to improve their mental health. Another person may want to quit smoking to live long enough to see grandchildren born.
Positive attitudes do not guarantee the behavior will be performed, however. Everyone understands the health benefits of exercise, but many still prefer to sit on the couch as opposed to taking a brisk walk.
2 – Social influence
Social influence relates to:
The perception that other people behave in a certain way (social modeling). Most individuals prefer to behave in a way that society expects.
The norms people hold with respect to these behaviors (social norms). In some instances, norms cause individuals to behave in a way that is counterintuitive to their normal way of operating.
The support individuals receive from others when performing a behavior. When someone has social support for a behavior, there is more chance they will exhibit it. If the behavior is frowned upon, there is less chance it will be displayed.
3 – Self-efficacy
Self-efficacy describes one’s perception of their capability to perform the behavior. In other words, does the individual believe in their ability?
The ASE model makes the distinction between what one thinks one can do and what one can actually do.
The person who believes they couldn’t stick to an exercise regime for more than a week will likely find this to be a self-fulfilling prophecy.
Others may not bother to start the new regime at all.
External variables and the I-CHANGE model
de Vries later developed the I-CHANGE model to make room for how external variables influence the three motivational factors listed above.
These include:
Awareness factors – knowledge, perception of risk, and education level.
Behavioral factors – such as one’s overall lifestyle.
Psychological factors – such as one’s personality.
Biological factors – one’s age, gender, or genetic predisposition. For example, an individual in their seventies may want to exercise more but is physically unable to because of the pain associated with arthritis.
Social and cultural factors – for example, how does the price of cigarettes or alcohol influence smokers and drinkers?
Informational factors – this relates to the healthcare invention program itself. For example, how effective was the choice of communication channel and message?
Case Studies
Product Adoption in a Tech Startup:
Attitude: Prospective users view the startup’s software as a solution that can simplify their workflow, improve productivity, and reduce costs.
Social Influence: Influential industry bloggers and thought leaders endorse the software, creating a strong social norm around its adoption.
Self-Efficacy: The startup provides comprehensive onboarding tutorials, helping users gain confidence in using the software’s features effectively.
Employee Engagement in a Large Corporation:
Attitude: Employees perceive engagement programs positively, believing they contribute to their personal growth and align with their career aspirations.
Social Influence: Senior leaders actively participate in engagement initiatives, setting an example for the rest of the organization.
Self-Efficacy: Regular feedback and skill development opportunities boost employees’ confidence in their ability to excel in their roles.
Sales Team Performance in a Retail Chain:
Attitude: Sales representatives maintain a positive attitude, seeing the value in the products they sell and their ability to meet customer needs.
Social Influence: Team leaders consistently meet or exceed sales targets, creating a social norm of high performance within the sales team.
Self-Efficacy: Ongoing training programs and mentorship opportunities enhance salespeople’s confidence in their ability to close deals successfully.
Customer Loyalty in an E-commerce Business:
Attitude: Customers develop a strong positive attitude toward the brand, associating it with quality, reliability, and excellent customer service.
Social Influence: Positive reviews, referrals, and word-of-mouth recommendations from existing customers create a social norm of brand loyalty.
Self-Efficacy: The e-commerce platform offers user-friendly loyalty program features, making it easy for customers to earn and redeem rewards.
Supply Chain Optimization in a Manufacturing Company:
Attitude: Supply chain managers embrace process optimization as a way to reduce costs, increase efficiency, and enhance overall competitiveness.
Social Influence: Industry benchmarks and success stories from peer companies set a social norm for continuous supply chain improvement.
Self-Efficacy: Specialized training programs equip supply chain professionals with the skills and knowledge needed to implement optimization strategies effectively.
Innovation Culture in a Technology Firm:
Attitude: Employees valueinnovation as a core element of the company culture, recognizing it as a source of competitive advantage.
Social Influence: Company leadership actively encourages innovation by recognizing and rewarding innovative ideas and solutions.
Self-Efficacy: Regular innovation workshops, hackathons, and resource availability boost employees’ confidence in their ability to contribute innovative solutions.
Environmental Sustainability Practices in a Manufacturing Plant:
Attitude: Plant managers and employees hold a positive attitude toward sustainability, recognizing its benefits for the environment and the company’s long-term reputation.
Social Influence: Industry associations and government regulations establish social norms for sustainable practices in manufacturing.
Self-Efficacy: Sustainability training programs, eco-friendly technology adoption, and effective waste reduction initiatives boost employees’ confidence in implementing sustainable processes.
Healthy Eating Promotion Campaign:
Attitude: Participants in a healthy eating campaign perceive the benefits of consuming nutritious foods, such as improved health, increased energy levels, and weight management.
Social Influence: Peers, family members, and community leaders endorse healthy eating habits, creating social norms that encourage participants to make healthier food choices.
Self-Efficacy: Cooking classes, meal planning workshops, and grocery shopping guides enhance participants’ confidence in their ability to prepare and enjoy nutritious meals at home.
Financial Literacy Program for Teens:
Attitude: Teenagers participating in a financial literacy program recognize the importance of budgeting, saving, and investing for their future financial well-being.
Social Influence: Parents, teachers, and financial experts serve as role models and mentors, guiding teens towards responsible money management practices and setting positive examples.
Self-Efficacy: Interactive activities, simulations, and real-life scenarios empower teens to make informed financial decisions and develop practical money management skills.
Key Highlights
Origin and Creator: The ASE model was created by Hein de Vries, a health communication expert and professor at Maastricht University in the Netherlands. He developed this model to better understand and predict human behavior in the context of health interventions.
Cognitive Variables: The model identifies three primary cognitive variables that determine whether the intention to perform a new behavior is sustained:
Attitude: This refers to an individual’s perceived cognitive and emotional pros and cons associated with a particular behavior. Positive attitudes are more likely to lead to the adoption of a behavior.
Social Influence: This encompasses the perception of how others behave, social norms related to the behavior, and the support an individual receives from others. Society’s expectations and support influence behavior.
Self-Efficacy: Self-efficacy is the individual’s belief in their capability to perform a behavior. It distinguishes between perceived capability and actual ability. High self-efficacy increases the likelihood of behavior adoption.
Intention Predicts Behavior: The model asserts that an individual’s intention to perform a behavior is a significant predictor of their actual behavior. Intentions are shaped by the interplay of attitude, social influence, and self-efficacy.
Distal and Proximal Variables: The ASE model differentiates between distal (demographic) variables and proximal (mediating) variables. Distal variables help identify target groups for interventions, while proximal variables include attitude, social influence, and self-efficacy.
I-CHANGE Model: De Vries extended the ASE model to include external variables that influence the three cognitive factors. The I-CHANGE model accounts for various external influences on behavior, such as:
Awareness Factors: Knowledge, risk perception, and education level.
Behavioral Factors: Lifestyle choices and habits.
Psychological Factors: Personality traits and psychological characteristics.
Biological Factors: Age, gender, genetics, and physical limitations.
Social and Cultural Factors: Societal norms, cultural practices, and economic influences.
Informational Factors: The effectiveness of communication strategies and intervention programs.
Andy Grove, helped Intel become among the most valuable companies by 1997. In his years at Intel, he conceived a management and goal-setting system, called OKR, standing for “objectives and key results.” Venture capitalist and early investor in Google, John Doerr, systematized in the book “Measure What Matters.”
A SMART goal is any goal with a carefully planned, concise, and trackable objective. To be such a goal needs to be specific, measurable, achievable, relevant, and time-based. Bringing structure and trackability to goal setting increases the chances goals will be achieved, and it helps align the organization around those goals.
Micromanagement is about tightly controlling or observing employees’ work. Although this management style might be understood in some cases, especially for small-scale projects, generally speaking, micromanagement has a negative connotation mainly because it shows a lack of trust and freedom in the workplace, which leads to adverse outcomes.
Developed by business consultants Kenneth Blanchard and Paul Hersey in the 1960s, delegative leadership is a leadership style where authority figures empower subordinates to exercise autonomy. For this reason, it is also called laissez-faire leadership. In some cases, this leadership type can lead to increased work quality and decision-making. In a few other cases, this type of leadershipneeds to be balanced out to prevent a lack of direction and cohesiveness in the team.
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles.
Active listening is the process of listening attentively while someone speaks and displaying understanding through verbal and non-verbal techniques. Active listening is a fundamental part of good communication, fostering a positive connection and building trust between individuals.
Adaptive leadership is a model used by leaders to help individuals adapt to complex or rapidly changing environments. Adaptive leadership is defined by three core components (precious or expendable, experimentation and smart risks, disciplined assessment). Growth occurs when an organization discards ineffective ways of operating. Then, active leaders implement new initiatives and monitor their impact.
A RASCI matrix is used to assign and then display the various roles and responsibilities in a project, service, or process. It is sometimes called a RASCI Responsibility Matrix. The RASCI matrix is essentially a project management tool that provides important clarification for organizations involved in complex projects.
In a flat organizational structure, there is little to no middle management between employees and executives. Therefore it reduces the space between employees and executives to enable an effective communication flow within the organization, thus being faster and leaner.
Tactical management involves choosing an appropriate course of action to achieve a strategic plan or objective. Therefore, tactical management comprises the set of daily operations that support long strategy delivery. It may involve risk management, regular meetings, conflict resolution, and problem-solving.
High-performance management involves the implementation of HR practices that are internally consistent and aligned with organizational strategy. Importantly, high-performance management is a continual process where several different but integrated activities create a performance management cycle. It is not a process that should be performed once a year and then hidden in a filing cabinet.
Scientific Management Theory was created by Frederick Winslow Taylor in 1911 to encourage industrial companies to switch to mass production. With a background in mechanical engineering, he applied engineering principles to workplace productivity on the factory floor. Scientific Management Theory seeks to find the most efficient way to perform a workplace job.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
Discover more from FourWeekMBA
Subscribe now to keep reading and get access to the full archive.
