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Breaking Bad: How Do You Train Out Unhelpful Habits?

Sport psychologist and British tech instructor Matt Jevon offers instructors an evidence-based approach to help their students break those ingrained ‘bad’ habits that hold back their diving development.

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by Matt Jevon
Header image courtesy of David Martin

How ingrained ‘bad’ habits can hold back divers’ development, and how as an instructor, you can help your student ‘break bad.’

I had the pleasure recently of teaching a father and son on an advanced nitrox and decompression procedures course. Dad was a very experienced diver of over 30 years, including senior instructor levels, the son was also experienced with a good number of dives in his five years of diving. Yet changing their diving foundations of buoyancy, trim and propulsion in order to have a base to build a technical qualification, proved to be a very different challenge for each. Thirty years of habitual 45-degree recreational diving where trim and propulsion were not a critical issue was a lot harder to overcome than it was for his son with only five years under his belt. 

So what are habits? In psychology and in motor-skill learning, they can be defined as ‘automatic and highly entrenched behaviour patterns that resist change through retraining’

Good habits can be highly beneficial. They condition automatic responses in respect of appropriate cues, making skill execution and decision making faster, smoother, and more robust under stressful conditions.  Unfortunately, bad habits are equally efficient at being implemented, and habits such as dropping knees or fins to a seabed, taking a deep breath before attempting a skill or even the biofeedback that suggests someone is flat whereas in fact they are still angled up, or feel head down whereas they are flat, is all a negative part of the ingrained bad.

Matt in Zacil Ha: Good habits are essential in environments that require a high level of skills. Photo by Audrey Cudel.

How do we break these bad habits and instil new skills and decision making in experienced individuals with robust changes that won’t regress to 30 years on patterning?

Force of Habit

We have to understand what a habit consists of, how it is applied and what triggers the habitual behaviour to be implemented. All too often we as instructors just give the student the new and improved without understanding the degree to which the old ways are embedded. We actually need to help them break the old habit, before we can instil the new. Hence the phrase ‘Breaking Bad!’

A habit consists of a cue or trigger, this begins a ritual / behaviour or sequence of events (timings/actions/steps of both thinking and doing in a pre-learned order) and ends with some sort of feedback or reward. A good reward will provide that nice little dopamine hit, even if rewarding a bad habit e.g., comfort eating or throwing the alarm clock out of the window.

Fig 1. Components of a habit.

So, step one to breaking bad is identifying the cue or trigger. Easier said than done. If the habit is sufficiently embedded in the autonomous or subconscious, and the person may not know what the cue or trigger is. As an instructor, you can observe possible behavioural cues, but not cognitive or emotional ones. Therefore, the debrief really helps here, especially if you can get the student to replay the moments before the bad habit was exhibited in a rich guided imagery replay. 

A quick but strong point: NOT with visualisation. Visualisation is only one solo element out of many senses, plus thoughts and emotions that are fully used in imagery and is a sort of ‘lightweight’ way of mentally rehearsing and recalling. Learn to use and apply imagery in fulltouch, taste, feel, smell, see (internally), and think. 

Matt teaching in Sandycove, Dublin, Ireland. Photo by G Cowley.

Going through guided imagery this way should help the student identify the actions, thoughts, and/or feelings that trigger the behaviour. It may need to be dragged up from deep in the subconscious and cannot be glossed over by, ‘I’ve always done it that way’—a concept as flawed as ‘human error’ or alcohol-free beer. 

Once the cue/trigger is identified, then leave it in place. Trying to change this will be a real uphill struggle. Instead, replace the ritual or actions that follow the cue with something that leads to the desired outcome. For example, feeling under stress due to task load as a cue, current ritual/action, drop knees. Instead, tighten glutes and head up.  Reinforce with thoughts and cues relying on self talk e.g., solid base, (trim, buoyancy) before starting skill. 



Then this change must deliver a reward. The key here is that the reward must come from and be recognised by the person. I don’t care how big and cheesy you make your congratulations handshake (please stop that), the reward must link to the task. Now, this doesn’t mean you should get the students to carry a packet of biscuits around in the drysuit pocket. Actually, it needs to be something that triggers that happy hit of dopamine. 

For some, that will be the success of executing the drill, for others the relief of a successful execution (Need to achieve vs. fear of failure motivations). The key is to go back to the guided imagery session. Work through the, ‘How do we know what good feels like?’ imagery and then ‘What does success feel like?’. Focus less on the mechanics at this stage, and more on the thoughts and emotions. 

Teaching a New Skill

Teaching and coaching the new skill set can follow more traditional teaching, instructing and coaching practices, and guided imagery to help it become a habit. If you don’t know the difference between these terms then you need to. It’s critically important in developing learning to have a definition and understanding of whether you are teaching, coaching, or instructing. It should be a deliberate choice to apply one of these approaches and understand how that changes your role and delivery.  Another article maybe. 

Develop skills incrementally, then as a whole. Photo by Matt Jevon.

The pure skill acquisition (motor learning – technique – skill) should follow the pattern of whole, part, whole, based on the well documented and highly effective chunking approach. So you demonstrate the whole skill, then break it into discrete parts for the student to master, then bring those parts back together as a complete whole.  The chunks are the small and discrete ordered steps or elements of the movements that the student learns and practices. 

Starting with simple movements, developing to complex, and eventually becoming a skill by being able to execute the whole smoothly and quickly even if under appropriate stress. Until they can do this it’s not a skill, it’s just a technique.  So, as an example, consider a bailout drill. In a very short period of time a diver can learn the techniques of bailing out, find and identify bailout reg, close loop mouthpiece, jump onto bailout reg and change computer. However, when presented with Wet Notes containing an exact replica of the handset readouts showing a PO2 of 2.8, can they make a bailout decision and execute those techniques smoothly and flawlessly? If so, it’s a skill. If not, the instructor hasn’t finished their work. 

Fig 2. Whole part whole skills development.

Caveats

Something to guard against is when you try to force the changes without breaking the existing bad habits. This can lead to reinforcement of a belief by the student of something known as ‘learned helplessness’. This is where failure after failure in breaking the bad habit leads to a belief that they ‘just can’t do it’ or they ‘are not ever going to be good enough’.  

The trick here is to lay out realistic expectations and ensure your chunking is sufficiently broken down to allow progress towards the whole in smaller, easier parts. The other outcome is a mongrel bred of the new habit and the anchored parts of the bad habit. 

You may consider yourself a genius instructor if you can correct a bad habit in a two-to-three day course. However, you would be delusional if you did. The student can probably execute the good habit in response to a new and fresh cue you have given them, but you haven’t broken the old one. As soon as the original trigger emerges, the old actions will follow. This becomes particularly evident when you progress from skills-based training, to scenario-based training, where you as a good instructor recreate real life scenarios and cues, layering decision making over the top of the motor skills. 

If you have a new student with no bad habits, then you will be up against the inexperience barrier, so applying context and developing decision making in context will be harder. You should be very careful though not to instil bad habits from the start. Don’t allow a student to do multiple technique repetitions, definitely not of poor movement patterns and particularly in response to inappropriate cues. Be clear what cues the student should first recognise, then help them choose and respond to the appropriate ones and filter out the inappropriate. 

Matt on Deco in Croatia. Photo by Derk Remmers.

For example, a really inappropriate cue is the instructor ‘do this skill’ signal. The real cue you want to embed and attach to multiple repetition is something that would actually be seen by the diver in a real life scenario. For example, my students will only see the bailout signal on the very first dive where I teach the technique. After that, the move from technique to skill is always associated with a realistic and relevant cue. 

By the way, the exact same principles apply to breaking any bad habit, health wise, eating or smoking, etc. The trick is recognising the cues and critically recognising the reward. Success will only follow if you can replace the ritual/behaviours that follow a cue with the new desired behaviours and crucially that they give at least an equivalent reward and preferably a greater reward. 

I’m sorry if this article didn’t cover buying a caravan and a ‘how to’ guide to, well, you know. I do hope it makes you reflect on the order and structure of your courses, the need to spend time understanding your students’ habits, good or otherwise, in order that in conjunction with that student, you can truly break bad!

References

  • Fig 1. Adapted from Durhigg, C. (2012). The Power of Habit: Why We Do What We Do in Life and Business. New York: Random House.
  • Fig 2. Adapted from Martens, R. (2012). Successful Coaching. Human Kinetics, Champaign, IL.

Additional Resources 


Matt Jevon, M.Sc. F.IoD is a Full Expedition level Trimix and Cave instructor on OC and CCR with TDI and ANDI. He is the JJ-CCR and Divesoft Liberty Sidemount instructor and dealer for Ireland. Matt’s personal diving has included cave exploration in the Philippines, wreck projects in Croatia and Ireland, as well as being one of the inaugural dirty dozen in Truk! Matt has held accreditations as an interdisciplinary sports scientist, sports psychologist with BASES, and was a British Olympic Registered Strength and Conditioning Coach and invitee on the Olympic Psychology Advisory Group. Matt works in high performance business as a board advisor and non-exec, high performance sport, and is a partner in South West Technical Diving in Ireland. www.swt.ie and writes the Facebook page, Psychological Skills for Diving 

Diving Safety

The Flexibility of Standard Operating Procedures

Instructor trainer Guy Shockey discusses the purpose, value, and yes, flexibility of standard operating procedures, or SOPs, in diving. Sound like an oxymoron? Shockey explains how SOPs can help offload some of our internal processing and situational awareness, so we can focus on the important part of the dive—having FUN!

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By Guy Shockey

Header Image by Derk Remmers

At first glance, the title reads like a bit of an oxymoron. How can a standard operating procedure (SOP)—which implies a ‘one size fits all’ solution to problem solving—also be flexible? How can flexible also be firm?

One of the things that initially attracted me to Global Underwater Explorers (GUE) was the presence of SOPs. For anyone with a military background, SOPs were our bread and butter. You can create a good SOP while you have the time to think and plan. You can put them into practice, refine them over time, and keep them in place until new or better information comes along to change them. 

For example, airline pilots have a binder full of SOPs for various contingencies. When something comes up, they turn to the correct page and find a list of actions to follow. Pilots understand that these SOPs represent the collective knowledge of many aviators and engineers that have come before them. Many of them have also been revised multiple times, codified, and then even revised after that. Some SOPs require commitment to memory because there may not be a lot of time, and pulling out a three-ring binder or flipping through your iPad to the correct page isn’t the appropriate action. In that case, then those same pilots practice these situations regularly in simulator training. 

One of the primary values of an SOP is that it frees up a lot of situational awareness information processing. You are able to match up “mental models” to the current situation and, rather than processing your information in small bite-sized pieces, you are able to process “chunks” of information that match patterns of something that you know or are familiar with. 

Let me create an analogy that may help make this clearer. If I were to give you a bowl of tomato sauce, some slices of pepperoni, some mushrooms, some cheese, and a piece of baked dough, you could eat them all one at a time and try to figure out what it was you were eating. Or, I can put all those ingredients on that same piece of dough, bake it, and you would instantly know that you were eating pizza. You don’t have to process all the ingredients one at a time. You already have an existing mental model that says “pizza.” We do this when we solve problems. We pattern-match and identify existing mental models all the time, and it’s actually the only way we can actually think as fast as we do. Many problems are actually solved with multiple mental models being applied together. 

Photo by Derk Remmers.

Having an SOP gives you the ability to solve problems more efficiently and effectively because you have a ready-made mental model or solution to a recognized problem. Think of every first aid course you have ever taken and the “ABCs” of first aid. SOPs are incredibly valuable in nearly every environment that includes potential risks. 

If an SOP is shared, it also allows diverse groups to work together. It is no surprise that SOPs from various militaries of the world are often similar, even if they are written in different languages. From personal experience, NATO countries can coordinate and execute complex military operations because they share common SOPs that, if not identical, are very similar and don’t require much adjusting to mesh together. Common expectations and goals can be shared toward a common purpose. 

When in time-sensitive environments, many of these SOPs and the corresponding mental models they help develop can be lifesaving. This doesn’t just apply to the military, but also to law enforcement, paramedics, firefighters, pilots, and any other profession that is often faced with time pressures in making critical decisions. 



Do you share a common operational picture?

There is an interesting term often used in military circles called the “common operational picture” (COP). This is exactly what it sounds like, and is sometimes referred to as “a single source of truth.” Everyone involved in a decision-making cycle needs to be privy to the information that affects their decision. Sharing that information allows us to make informed decisions that often include SOPs. You could argue that we are creating a mental model that lets us apply another mental model!  

Alright, so how exactly does all this apply to diving and GUE diving in particular? I’m pretty sure that many of you have already connected many of the dots. 

In the GUE world, our divers create a COP at the beginning of the dive. We help reiterate this COP with our GUE EDGE pre-dive checklist, which is a great example of an SOP! We review the goals, team roles, our equipment, and the operational parameters of the dive, all in a standardized format that efficiently accommodates teammates from multiple different languages and cultures. I have performed GUE EDGEs in about 10 different languages and I only speak two!  The fact that we were doing this in a standardized fashion meant I could follow along and knew what they were talking about. 

As the dive plan complexity increases, so too does the COP become more complex. Some of our more ambitious exploration projects require even more time spent in planning than actual execution. But because there is a COP, coupled with SOPs (I know that’s a lot of acronyms), these projects usually go off without a hitch. 

Photo by Derk Remmers.

During the dive, there are multiple times that we have team-expected actions that are based on SOPs, and this contributes to and reinforces our COP. It is almost as if we are filling in a PDF form as we go along and confirming the various pieces of information that we need to complete the entire “form” or plan. 

In the case of emergencies, we have ready-to-implement SOPs for just about any equipment malfunction from valve failures to losing your mask. We practice these SOPs so that, in real time, we can employ them in a timely fashion and resolve the problem. These SOPs are just like the ones I mentioned at the beginning of this article and were developed over time and refined with successive reviews and after-action analyses. Finally, they have been codified, and you can now find them in our GUE SOP manual! You will also notice that this manual is of a particular “version,” which tells you that the SOP is constantly being fine-tuned in a dynamic process.

How Can An SOP Be Flexible?

In reality, it isn’t the actual SOP that is flexible, but it is the degree of flexibility it provides to the dive plan itself that is of value. Let me give you an example from the technical diving world. 

Imagine the team is diving on a wreck and experiences a delay on the bottom for whatever reason. It could be that it was done on purpose (discovery of pirate gold!) or maybe it was imposed upon the team as a result of any number of problems, like dealing with an equipment problem or an entanglement, for example. The dive is longer, the decompression obligation is now going to be longer, and there are some decisions to be made. 

Having an SOP here can help provide a solution to the problem with no mess and no fuss. The divers dig into the bag of tricks they learned in GUE technical training, and because of their common operational picture and team-expected actions, they apply the SOP they practice regularly and modify their decompression schedule to suit the new bottom time. What could have been an exciting moment for many divers turns into just another discussion point for their debrief after the dive!

Photo by Alexandra Graziano.

So, while SOPs are usually not flexible in and of themselves, they allow for a great deal of flexibility while diving by freeing up mental processing power and providing ready-made and practiced solutions to potential problems. 

GUE SOPs presuppose the presence of personal diving skills at a high level, and assume that factors such as good buoyancy and trim are second nature. In fact, many of the SOPs state the first step in resolving a problem as “stabilize” or “stop” in all three dimensions. GUE divers see that, as the diving gets more complex, the SOPs also get more complex. For a new GUE Fundamentals diver, demonstrating some of the SOPs required to pass muster as a Tech 2 or CCR 2 diver look more akin to channeling “the force” than anything else. However, like most things, perfect practice produces perfect performance, and so it’s just a matter of putting in the repetitions. 

For me, diving has never been the end but the means to the end. Anything I can do to make those means take up less mental and physical horsepower means that I can devote more of the same to the end goal. And at the end of the day, I am really all about that pirate gold!

Additional Resources:

Note that GUE members or divers taking a GUE course receive access to GUE’s 30-page manual, Standard Operating Procedures.


Guy Shockey is a GUE instructor and trainer who is actively involved in mentoring the next generation of GUE divers. He started diving in 1982 in a cold mountain lake in Alberta, Canada. Since then, he has logged somewhere close to 8,000 dives in most of the oceans of the world. He is a passionate technical diver with a particular interest in deeper ocean wreck diving. He is a former military officer and professional hunter with both bachelor’s and master’s degrees in political science. He is also an entrepreneur with several successful startup companies to his credit.

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