I-Change model by Hein de Vries explained
In this article, we delve into the I-Change model: a behavioural change model that is widely used in prevention campaigns in the Netherlands. You will discover what the model entails, where it comes from, and why it is so effective for developing behavioural interventions.
We discuss not only the phases of the model, but also the underlying factors that influence them, such as information provision, predisposition, and barriers. In addition, we show how to apply this in practice with a concrete example. After reading, you will be able to start analysing or designing behavioural change using the I-Change model. Enjoy reading!
What is the I-Change model?
The I-Change model was developed by behavioural scientist Hein de Vries. It combines several psychological theories on behavioural change, including the Theory of Planned Behaviour, the Transtheoretical Model, the ASE Model, the Health Belief Model and Social Cognitive Theory. This integration makes the model suitable for explaining and influencing behaviour, especially in the areas of health and lifestyle.
The model is widely used in the Netherlands in health campaigns, lifestyle interventions, and behavioural change programmes. The I-Change model is therefore not an entirely new theory, but a refined further development of existing models that were often used separately in practice.
Why use the I-Change model?
The I-Change model helps you to better understand why people exhibit certain behaviours, such as (un)healthy living, and how you can influence these behaviours in a targeted manner. This makes the model particularly valuable for professionals involved in behavioural change, such as policymakers, programme developers, health educators and project teams. Because the model provides insight into the underlying psychological processes, it forms a solid foundation for developing effective behavioural interventions.
What distinguishes the I-Change model from other models is that it not only builds behavioural change in three phases: orientation, motivation and action, but also takes into account factors that influence this process. These include information that someone receives, personal and social characteristics (predisposing factors), and the presence of barriers or, conversely, supportive skills.
Different factors play a role in each phase, such as knowledge, attitude, social influence or self-confidence. This division makes it possible to better tailor interventions to the stage someone is at in their change process. After all, someone who is barely aware of a problem needs something different than someone who is already actively working on changing their behaviour. In short, the I-Change model is widely applicable and helps to tackle behavioural change in a structured and effective way.
The three stages of behavioural change according to the I-Change model
The I-Change model assumes that behavioural change does not take place in a single step, but proceeds through three successive stages: the insight stage, the motivation stage and the action stage. Different psychological factors play a role in each stage. By gaining insight into these phases and the associated influencing factors, interventions can be tailored more effectively to the needs of the target group.
Figure 1 – I-Change model (De Vries et al., 2005)
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This high resolution image is exclusively for our paying Toolshero members. Click here to see if a membership is something for you!Insight phase
The first phase of the I-Change model is the insight phase. In this phase, a person is not yet or barely aware of the problem or the need for change. For example, a person may not know that his or her behaviour is harmful, or may feel that the problem does not really affect him or her. Awareness is crucial in this phase.
The so-called awareness factors play a central role in this phase. These are the knowledge someone has about healthy or unhealthy behaviour, the stimuli or cues to action that reach them, and their perception of risk: how likely someone thinks the behaviour is to have harmful consequences. These factors determine whether someone is open to reflection and awareness.
Various factors determine whether someone will leave this phase. Knowledge about the subject plays an important role: does someone know what healthy behaviour is and what risks unhealthy behaviour entails? Risk perception is also decisive: how great and serious does someone consider the risk associated with the behaviour to be? Awareness of one’s own behaviour and its possible consequences also plays a role. Finally, external stimuli, such as campaigns, warnings or stories from others, can provide an important impetus for reflection and change. These stimuli are also referred to as “cues to action”.
The aim in this phase is therefore to raise awareness and motivate people to think about possible behavioural change. Without this awareness, it is unlikely that anyone will be motivated to change their behaviour.
Motivation phase
Once someone is aware of the problem and its possible consequences, they enter the motivation phase of the I-Change model. The central question in this phase is: do I want to change my behaviour?
A person’s attitude can be rational and emotionally charged. Social influences stem from norms, expectations and the pressure people experience from their environment. In addition, there is effectiveness: the belief that a person is actually capable of changing their behaviour, despite habits, stress or social situations. These three elements together determine whether a person moves from consideration to intention.
The decision to actually consider a change is influenced by three key factors. First, there is the attitude towards the behaviour: how positive or negative is someone towards the desired behaviour? For example, does someone think that healthy eating is tasty, difficult or expensive?
Secondly, social influence is important: what do people in the immediate environment think of the behaviour, and how important is their opinion to the person themselves? Finally, self-efficacy is a key factor – confidence in one’s own ability to successfully carry out the behaviour.
The goal in this phase is to convince people that behavioural change is not only important, but also achievable. Beliefs and doubts must be discussed and addressed so that someone dares to take the step towards actual change.
Action phase
Once someone has become motivated and has decided to change their behaviour, they enter the action phase of the I-Change model. This is the moment when intention is converted into action.
When someone makes the transition from intention to action, ability factors play an important role. These are the concrete action plans and skills that help someone to maintain their behaviour. Without skills or support, someone is more at risk of relapsing. That is why, within this phase, a lot of attention is also paid to barriers, such as practical obstacles, and how these can be removed.
In order to successfully change behaviour, a person must plan their behaviour. This starts with action planning: how will a person implement the new behaviour? Next, it is important to set goals: concrete, achievable goals help to maintain motivation.
Because behavioural change rarely proceeds without obstacles, coping planning is also essential, which means thinking in advance about strategies that will enable you to deal with stress, temptations or setbacks.
Finally, feedback and evaluation contribute to maintaining the new behaviour: people need to be able to see what their efforts are yielding and where adjustments may be needed.
This phase of the I-Change model focuses on providing support during implementation and reinforcing perseverance. Without proper guidance and feedback, the risk of relapse is considerable.
Between motivation and actual action lies the so-called intention state. In this state, a person goes through various stages: precontemplation, contemplation and preparation. This means that behavioural change is often not a direct leap, but a gradual process in which the intention becomes stronger and stronger before a person takes action.
I-Change model example: Young people and healthy eating
A concrete example in which the I-Change model can be effectively applied is the promotion of healthy eating habits among young people. Young people are a target group that is still developing, both physically and mentally, and whose eating behaviour is strongly influenced by their environment, habits and social norms. By applying the three phases of the I-Change model to their behaviour, it becomes clear how an intervention can best be designed.
In the insight phase of the I-Change model, young people are often not yet aware of their unhealthy eating habits. For example, they eat a lot of processed foods or snack regularly without thinking about the consequences for their health. Concepts such as “healthy” and “unhealthy” are sometimes abstract or irrelevant to their experience.
Once this awareness has been established, the motivation phase comes into play. Young people now realise that eating healthier may be desirable, but they doubt whether it is feasible or appealing within their environment. For example, healthy eating is seen as “boring”, “expensive” or something that does not fit in with their social environment.
Self-confidence also plays a role: can they stick to it, especially if their friends are doing something different? At this stage, interventions are needed that positively influence attitudes, promote social support (e.g. through role models) and help young people believe in their own ability to eat more healthily.
Finally, young people reach the action phase, in which they actually try to change their eating habits. For example, they choose fruit more often, avoid soft drinks or bring a healthy lunch with them. But in this phase, they often encounter obstacles. These include temptations at school or on the way there, a lack of time or insufficient healthy options in their immediate environment.
The challenge here is to support young people in maintaining their behaviour, for example through meal planning apps, offering healthy snacks at school or coaching from the Municipal Health Service (GGD). It is also important to give young people feedback on their successes so that they remain motivated.
By approaching young people’s behaviour in this phased manner, it becomes clear that a single measure is rarely sufficient. Effective behavioural change requires a series of interventions that are appropriate to the phase the young person is in.
In conclusion
The I-Change model is a powerful and versatile tool for anyone who wants to analyse and influence behaviour, whether it concerns health, sustainability, safety or other socially relevant behaviour. Thanks to the combination of three phases, the role of information, predisposition, motivation, skills and barriers, the model offers a complete framework for behavioural change.
It clarifies why people do what they do and which buttons you can press to support them in making sustainable choices. Whether you work as a policy advisor, project leader, behavioural scientist or communications advisor, the I-Change model helps you to bring structure, direction and effectiveness to your behavioural approach.
It’s Your Turn
What do you think? Would you like to get started with the I‑Change model yourself? If so, it is important to proceed systematically. Effective application begins with clearly defining both the target group and the specific behaviour you want to analyse or influence. Consider questions such as: Why does this group exhibit certain (un)healthy behaviours? What exactly do we want to change?
Would you like to learn more about behavioural change and additional models that tie in with the I‑Change model? Balm’s behavioral change model is a practical model for guiding behavioural change in organisations. The ADKAR model also provides different insights into behavioural change. Both articles offer in-depth insights and concrete applications that can be effectively combined with the I-Change model, especially if you are working on behavioural change within teams, organisations or prevention projects.
More information about the I-Change model
- De Vries, H. (2017). An integrated approach for understanding health behavior; the I-change model as an example. Psychol Behav Sci Int J, 2(2), 555-585.
- De Vries, H., Mesters, I., Van de Steeg, H., & Honing, C. (2005). The general public’s information needs and perceptions regarding hereditary cancer: an application of the Integrated Change Model. Patient education and counseling, 56(2), 154-165.
- Kasten, S., van Osch, L., Candel, M., & de Vries, H. (2019). The influence of pre-motivational factors on behavior via motivational factors: a test of the I-Change model. BMC psychology, 7(1), 7.
How to cite this article:
Weijers, L. (2025). I-Change model (De Vries). Retrieved [insert date] from Toolshero: https://www.toolshero.com/change-management/i-change-model/
Original publication date: 09/02/2025 | Last update: 09/02/2025
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Lars Weijers
Lars Weijers is an experienced copywriter with an extensive marketing communications background. His specialisms lie in creative and active writing, combined with good search engine findability. Lars also works as an event and account manager with a commercial focus.
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