CEOS Theory: A Comprehensive Approach to Understanding Hard to Maintain Behaviour Change

Abstract

This paper provides a brief introduction to CEOS theory, a comprehensive theory for understanding hard to maintain behaviour change. The name CEOS is an acronym for Context, Executive, and Operational Systems theory. Behaviour is theorised to be the result of the moment by moment interaction between internal needs (operational processes) in relation to environmental conditions, and for humans this is augmented by goal-directed, executive action which can transcend immediate contingencies. All behaviour is generated by operational processes. Goal-directed behaviours only triumph over contingency-generated competing behaviours when operational processes have been sufficiently activated to support them. Affective force can be generated around executive system (ES) goals from such things as memories of direct experience, vicarious experience, and emotionally charged communications mediated through stories the person generates. This paper makes some refinements and elaborations of the theory, particularly around the role of feelings, and of the importance of stories and scripts for facilitating executive action. It also sketches out how it reconceptualises a range of issues relevant to behaviour change. CEOS provides a framework for understanding the limitations of both informational and environmental approaches to behaviour change, the need for self-regulatory strategies and for taking into account more basic aspects of human functioning.

Keywords: CEOS theory; affect; behaviour change; hard to maintain behaviours; self-regulation; social-ecological theory.