Discussion:
In 2013, researchers utilizing functional brain imaging (fMRI) confirmed what we have intuitively known for years, emotions drive our decision making to a far greater degree than do rational facts and figures (Murray, 2013). Therefore, to effectively market the CAPP brand and sell the benefits of behavioral change, we need to emotionally connect with Firefighters.

Crafting a program targeting emotional connection with Firefighters represents a significant departure from historical cultural norms. Traditional Fire Department training speaks to the rational mind, ex: tie this knot, soften the structure like this, etc. However, when it comes to long-term sustained behavioral change, the notion that people will choose the right brand/product based simply on an abundance of facts and figures is flawed. This “fallacy of rationality” (McKee, 2007) is evident in the 30-year smoker that knows smoking is killing them, yet cannot quit, despite repeated attempts. However, when their coworker suffers and dies of lung cancer an emotional connection is forged, resulting in newfound willpower that drives the smoker to quit overnight, cold turkey. Creating a powerful emotional connection with Firefighters will ideally provide them with the willpower required to quit unsafe workplace behaviors (cold turkey), even when surrounded by “salty” smoke-eater peers.

The value of creating an emotional connection powerful enough to drive behavioral change can be explained by the Health Belief Model (HBM), the most widely used theory in health education and promotion (Hayden, 2014). The underlying concept of the HBM is that health behavior is determined by personal beliefs or perceptions, or more succinctly, cost vs. benefit as it relates to engaging in safer workplace and/or health behaviors. The chief constructs of the HBM include: perceived susceptibility, perceived benefits, perceived barriers, perceived seriousness, cues to action, and self-efficacy (Hayden, 2014).