Woman pushing a domino labeled Tiny Changes which knocks over the next domono

Why Motivation Alone Doesn’t Create Lasting Behavior Change in Workplace Wellness

by Erica Tuminski January 09, 2026

Why Motivation Alone Doesn’t Create Lasting Behavior Change in Workplace Wellness

by James Porter

Wellness programs often ask employees to make significant lifestyle changes—exercise more, eat healthier, manage stress better, sleep longer. While these goals are well intentioned, research shows that asking for large behavior changes may actually work against long-term success.

According to Stanford behavioral scientist BJ Fogg, relying on motivation as the primary driver of change sets many people up to fail. Motivation is unpredictable, fluctuates daily, and—when it drops—can leave employees feeling discouraged rather than empowered.

The Problem with Motivation-Based Wellness Programs

Most workplace wellness initiatives are built on the assumption that if people are motivated enough, they will change their behavior. However, participation and adherence data tell a different story. Only a small percentage of employees sustain healthy behaviors long after programs end.

When employees don’t follow through on recommended behaviors, the unintended consequence is often increased stress, guilt, or disengagement—the opposite of what wellness programs are designed to achieve.

Understanding BJ Fogg’s Behavior Model (Behavior = Motivation + Ability + Prompt)

BJ Fogg’s Behavioral Model recognizes motivation as one component of change, but emphasizes that it is the least reliable factor. Sustainable behavior change happens when people have the ability to perform a behavior easily and are supported by effective prompts.

For wellness managers and EAP professionals, this means designing programs that reduce effort rather than relying on willpower.

Tiny Changes: A Science-Based Approach to Sustainable Behavior Change

Fogg’s Tiny Changes approach focuses on small, manageable actions that are easy to complete and repeat. These small behaviors build confidence and consistency over time, leading to lasting habits without requiring high motivation.

This model aligns well with workplace wellness environments, where employees face competing demands on their time and energy.

Why Traditional Wellness Tools Often Fail to Drive Engagement

Despite good intentions, many common wellness tools struggle to produce lasting results:

Wearables and Digital Tools

Employees must form multiple new habits—using the device and acting on the data. Fewer than 10% of users continue wearable use beyond the first month.

Fitness Challenges and Competitions

The concept of a “challenge” can trigger stress responses and discourage participation, especially among already overwhelmed employees.

Too Many Wellness Choices

Behavioral research shows that fewer options lead to higher engagement. Simplicity supports action.

Overreliance on Willpower

Willpower fluctuates throughout the day, making it an unreliable foundation for sustained behavior change.

What This Means for Wellness Managers, HR Leaders, and EAP Professionals

The implication for workplace wellness strategy is clear:

Programs should be designed to make healthy behaviors easier, not harder.

By shifting away from motivation-heavy approaches and toward simplicity and ease, organizations can:

Increase employee participation
Reduce resistance and disengagement
Support long-term behavior change
Improve wellbeing outcomes across the workforce

Designing Workplace Wellness Programs That Actually Work

Effective wellness programs focus on:

Small, achievable actions
Clear and limited choices
Supportive prompts and reminders
Reducing effort and cognitive load

This approach supports employees at all levels and respects the realities of today’s workplace.

The Future of Workplace Wellness and Behavioral Change

Behavioral science is reshaping how organizations think about wellbeing. Programs that succeed are not those that ask employees to do more, but those that make wellbeing easier to start and easier to sustain.

In upcoming posts, we’ll explore why participation remains low in many wellness programs—and how applying Tiny Changes can help organizations build initiatives employees actually engage with.