(1)   Resource Commitment includes the allocation of time, money and space. A culture influences behavior by giving people the wherewithal to do that behavior. The quality, location and upkeep of such resources help to reduce barriers and make the health behavior more enjoyable. Resource commitment may or may not correspond to a workplace policy. For example, it may be policy to allow flexible work schedules to accommodate exercise, but the policy will be of little benefit if no one is available to cover for such work absences. You can help see to it that the right resources are available to fully support healthy lifestyle practices.

(2)   Modeling is exhibited by formal leaders (e.g., CEO) and by informal peer leaders. We already examined your opportunity to serve as a role model. Leaders can also help to establish peer role models. You can, for example, increase the visibility of good role models or to vary the types of role models (e.g., gender, age, achievement). People can learn directly from peer models, and they can be inspired by distant role models (e.g., Lance Armstrong).

(3)   Rewards and Recognition include pay scale and a variety of other ways the culture acknowledges desired behavior. Unfortunately, healthy lifestyles too often go unacknowledged. Sometimes the best rewards take the form of encouragement, whereas in other cultures a good reward must come in the form of a check. You can determine the best way to honor healthy behavior. Sometimes unhealthy practices (e.g., workaholic behavior) are mistakenly rewarded through promotions. You must find ways to reduce or eliminate such counterproductive rewards.

(4)   Confrontation and Discouragement are the flip sides of rewards and recognition. It is often the case that positive health practices are confronted or discouraged. For example, someone might call an exerciser a "health nut." You could attempt to reduce this influence. It may also be the case that dangerous and unhealthy practices need to be confronted or discouraged. Drinking alcohol before a shift might be an example of such a practice. You can play a role in confronting such unhealthy behavior.

(5)   Recruitment and Selection includes not only who is pursued to fill a job but also the impression made to job candidates. The interview process, the tour that is given and the job offer help define the culture. Healthy lifestyles or openness to lifestyle improvement may be factors in the recruitment and selection process. You can help establish a reputation for being a healthy place to work.

(6)   Orientation is the sum total of early job experiences. Many organizations have a formal orientation that includes videos, workshops, manuals and job shadowing by an experienced employee. Unfortunately, many orientations have more of a "sink or swim" approach and some companies assign the least capable and most available person for the shadowing assignment. Orientation also occurs after work and during breaks when coworkers explain how the organization “really” functions. Unintended messages are embedded in the content of formal orientation programs. After many orientation workshops, for example, new hires might get the unintended impression that sick time and illness are expected and natural parts of employment. You can change the informal and formal orientation experiences so that they promote healthy lifestyle practices.

(7)  Training is both a formal and an informal practice. Some formal training is specific to health promotion (e.g., yoga class). In addition, businesses often have a variety of formal training programs to improve job and human relations skills. Informal or on-the-job training, is probably the most prevalent. For example, cooking techniques may be passed around the lunch table on an informal basis. You can integrate health training within the formal and informal training now in place. It may also be appropriate to introduce new training in lifestyle change and peer support.

(8)   Communication Systems include written, verbal and nonverbal information about behavior. For example, do conversations include discussions of healthful activities? Are your employees aware of health promotion resources and activities? How is the health of the company measured? Are findings shared? Are health promotion goals discussed? Are healthy lifestyles mentioned in the mission statement, annual report, newsletters, websites and other corporate communications? You must work to keep people informed and tuned in.

(9)   Relationship Development includes how people form friendships, collaborations and teams. Do, for example, people form their friendships around healthy activities? In some leadership circles, a round of golf affords opportunities to plan future collaborations. In another, less healthful subculture, people establish their friendships in the smoking area. You must work to make healthy activities appropriate venues for friendship and professional partnership.

(10) Rites, Symbols and Rituals are events and activities that carry special meaning. Company sponsorship of athletic events may have symbolic importance. Designated parking places for VIPs also carry cultural messages. The location and availability of fitness facilities also offers a symbolic message. The coffee break and even the choice of eligible business holidays say a lot about the culture. You can adjust rites, symbols and rituals so that they support healthy lifestyles. For example, it may become a ritual to join in a simple stretching routine at the start of each work shift or at the beginning meetings.