INTRODUCTION: Athlete monitoring is used to inform training programming, to optimise performance and to minimise the risk of athlete maladaptation. This is particularly important in elite sport where the high training loads and limited recovery periods increase the risk of negative performance and health outcomes. Poor athlete buy-in to monitoring has been recognised as a significant barrier to athlete monitoring system (AMS) implementation (1). However, the application of any systematic approach to combat poor buy-in to monitoring is notably absent from research. This study therefore aims to assess if a behavioural change intervention can remedy poor AMS adherence (2). METHODS: The participants included three coaches (43.6 ± 10.0 years) and eight age-group national team athletes (20.1 ± 2.0 years) that had been using an AMS for one year. Initially, coaching staff attended a facilitated workshop where a behaviour change intervention was collectively planned. The intervention was then implemented and adherence to the AMS measured over 6 months. Subsequently, the participants attended one-to-one semi-structured interviews where they discussed their views on the AMS. RESULTS: Seven target behaviours were identified in the workshop: 1) Increase athlete knowledge of monitoring value; 2) Increase coach`s knowledge of monitoring value; 3) Conduct weekly case conferences which form part of athlete feedback; 4) Improve and increase feedback to athletes; 5) Upload and rate technical videos in AMS; 6) Put in place consequences for non-adherence; 7) Increase reminders to improve adherence. The main themes from the interviews were: Changes During the Intervention; AMS Attitudes; and Leadership. A decrease in adherence was observed during the intervention from a weekly average of 62% in the first week to 22% in the final week. CONCLUSION: Despite the interventions, a decrease in adherence over the intervention period was demonstrated. This was likely caused by organisational changes within the sport where two out of the three coaching staff announced their resignations, and subsequently not all behaviour change interventions were implemented. This led to a reduced emphasis on completing the AMS and palpable frustration from both the coaching team and athletes. Despite this, the coaches reported improved athlete awareness in the purpose of monitoring. Overall, the intervention allowed practical behavioural targets to be discerned, but the time-consuming nature of its approach prevented it from being easily modified in the fast-paced setting of elite sport. Practitioners may instead want to consider a more agile approach to implementing behaviour change interventions, for example supporting key interactions such as the coach-athlete dyad.
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