Brakenridge Charlotte L, Healy Genevieve N, Hadgraft Nyssa T, Young Duncan C, Fjeldsoe Brianna S
The University of Queensland, School of Public Health, Brisbane, QLD, Australia.
Baker IDI Heart and Diabetes Institute, Melbourne, VIC, Australia.
Health Promot Int. 2018 Dec 1;33(6):968-979. doi: 10.1093/heapro/dax037.
Stand Up Lendlease-a cluster-randomized trial targeting reductions in sitting time in Australian office workers (n = 153, 18 manager-led teams, 1 organization)-effectively reduced sitting time during work hours and across the day after 12 months. The trial included two arms: organizational-support strategies (e.g. manager support, emails) with or without an activity tracker. The current study aimed to examine participant perceptions of the intervention, and perceived barriers and facilitators for reducing sitting time. Telephone interviews (n = 50 participants; conducted at 6-10 months) and three focus groups (n = 21 participants; conducted at 16 months) evaluated the intervention with qualitative data analysed thematically. Several consistent themes emerged across both short and long-term time points and intervention groups. Support and role modelling of desired behaviours from important organization personnel and receiving feedback on sitting levels were key drivers of change. Improvements in awareness about sitting, and workplace culture changes supporting active work practices were positive impacts of the intervention, but some participants also reported that initial cultural effects had dissipated and the intervention needed 'reinvigoration'. Participants desired additional 'tools' to maintain sitting less and being active, such as sit-stand desks, standing meeting tables and activity trackers. In summary, the intervention raised awareness and initiated cultural changes towards active work practices, however, additional support may be required to maintain changes in organizational culture long term. Practical tools to support sitting changes, organizational and management support and role modelling, as well as ongoing 'reinvigoration' are key strategies for short and long-term intervention success in office workplaces.
“站起来，联实集团”——一项针对减少澳大利亚上班族久坐时间的整群随机试验（n = 153，18个由经理领导的团队，1个组织）在12个月后有效减少了工作时间和全天的久坐时间。该试验包括两个组：有或没有活动追踪器的组织支持策略（如经理支持、电子邮件）。本研究旨在调查参与者对干预措施的看法，以及减少久坐时间的感知障碍和促进因素。通过电话访谈（n = 50名参与者；在6 - 10个月时进行）和三个焦点小组（n = 21名参与者；在16个月时进行）对干预措施进行评估，并对定性数据进行主题分析。在短期和长期时间点以及干预组中出现了几个一致的主题。重要组织人员对期望行为的支持和示范作用，以及收到关于久坐水平的反馈是变革的关键驱动力。对久坐意识的提高以及支持积极工作方式的职场文化变革是干预措施的积极影响，但一些参与者也报告说，最初的文化影响已经消退，干预措施需要“重振”。参与者希望获得更多“工具”来保持较少久坐和积极活动，如升降桌、站立会议桌和活动追踪器。总之，该干预措施提高了意识，并启动了朝着积极工作方式的文化变革，然而，可能需要额外的支持来长期维持组织文化的变化。支持久坐改变的实用工具、组织和管理支持以及示范作用，以及持续的“重振”是办公室职场短期和长期干预成功的关键策略。
