Unit 1 Study Objectives Flashcards
Define ABA
ABA is defined as the application of the principles of behavior discovered and defined by basic experimental procedures, to change socially significant behavior.
Define OBM using the definitions provided in the lecture.
OBM is defined as the application of applied behavior analysis to change the behavior of individuals and groups within the workplace.
What is the goal of OBM?
Develop and evaluate a technology of performance improvement based on the scientific principles of behavior.
What are the two main analysis/assessment frameworks within OBM?
- Performance management (PM) involves analyzing and improving the performances of individuals or groups within the organization.
- Behavioral Systems Analysis (BSA) involves analyzing and improving the performances of individuals or groups within the organization, as well as organizational factors across multiple individuals or groups.
Because the scope of BSA includes analyzing and improving the performance of individuals and groups within the organization (PM), we would consider PM to be part of BSA. In other words, BSA includes PM, but PM does not include BSA. Learn this point.
BSA includes PM, but PM does not include BSA.
Be able to reproduce the figure from the lecture showing how PM, BSA, OBM, and ABA all relate to Behavior Analysis.
circle diagram
Behavior Analysis
ABA
OBM
BSA
Pm
Define human behavior (for most purposes)
Any observable, measurable activity of a person.
What is the Dead Man’s Test?
If a dead man can do it, it ain’t a behavior!
Be able to distinguish between a behavior and a non-behavior if given examples on the exam.
Example:
Being at work= No
Putting on safety harness = Yes
What is performance?
Consists of a situation, one or more behavior, task, and results, which are combined to produce a specific accomplishment.
In order to change results, you must change behavior. Learn this.
In order to change results, you must change behavior.
Our focus should always be on changing behaviors that affect meaningful or critical results. Learn this point as well.
Focus should always be on changing behaviors that affect results or outcomes.
Identify the four things behavior is not and be able to explain why each of them fail the behavior test.
(1) Generalities are not behavior. This fails because they do not describe what you can observe someone doing.
(2) Attitudes are not behavior. This fails because they refer to a vast collection of tasks and behaviors and can have different meanings for different people.
(3) States are not behavior. This fails because they are a static condition that exists as a result of a behavior (a dead man can do them).
(4) Values are not behavior. This fails because they are group of behaviors defined by their impact on the observer.
What is the best way to change someone’s feelings or thoughts?
The best way to change someone’s feelings or thoughts is to change their thoughts.
How do Bailey & Austin define Performance Management?
Performance Management is a complex process of analyzing human behavior in the workplace and subsequently implementing changes to the work environment that are designed to improve some aspect of productivity.
Be able to list the Ten Steps of the PM Process and the important takeaway(s) for each step.
1-5*
(1) Select the performance problem
- Takeaway: Select a problem that is obvious to everyone, that is not due to a failure of management to provide sufficient resources or to some political conflict within the company, and that is not a result of some structural deficit, supply problem or a lack of customers.
(2)State the problem behaviorally
- Takeaway: Human performance can be defined in two ways: as an actual observable or as a result.
(3) Measure the problem
- Takeaway: Use outcome measures (results) whenever possible because they are easier to define and reliably collect than behavioral measures.
(4) Graph the data
- Takeaway: A stable baseline is just as important in applied settings as in laboratory settings.
(5) Analyze the performance
- Takeaway: Conducting an analysis before determining an intervention is important because it makes the necessary intervention clearer.
Be able to list the Ten Steps of the PM Process and the important takeaway(s) for each step
6-10*
(6) Develop an intervention and maintenance plan
- Takeaway: Design less intrusive interventions when available resources are limited you need to show results quickly, or it’s a won’t do problem. Design more intrusive interventions when more resources are available, problem is complex or it’s a can’t do* problem. Either way, design with an eye toward maintenance of the interventions.
(7)Perform a systems check
- Takeaway: When behavior and results change, this often significantly affects larger organizational outcomes.
(8)Implement the plan
- Takeaway: Consider the following factors when implementing a PM plan: preparation, timing, training, monitoring, troubleshooting.
(9) Continue monitoring data
- Takeaway: Data should be collected at least twice per week.
(10)Evaluate the impact
- Takeaway: Use your data/graphs to determine whether your intervention(s) impacted financial measures and pinpointed performance (behaviors and results) and assess acceptability of your interventions and results. Make adjustments as necessary.
What is pinpointing?
The process of being specific about what people do
What are the two types of pinpoints?
- Behaviors of the performer
- The results produced by the behaviors
Be able to distinguish between behaviors and results.
- Behavior is someone’s action. An example of behavior is typing a report. A result(s) is outcome. An example of a result is the typed report.
Two examples of workplace behaviors and the results they are associated with.
Example 1: Asking questions on a survey: Completed survey.
Example 2: Brewing fresh iced tea. Fresh iced tea.
Summarize the argument Gilbert (1978) made regarding pinpointing.
Behavior is valued only in relationship to its output.
Why is it important to pinpoint results first?
Results bring in money, behaviors cost money. To know which behaviors are important you must first know what results you are trying to achieve. From there you can determine which behaviors are critical to producing those results.
What do labels such as bad attitude, extrovert personality, or high level of motivation consist of?
Labels are composed of many nonspecified behaviors.
What two issues can arise if you use vague terms such as these to describe performance?
- Labeling often leads to stereotyping!
- Labels do not help correct the problem: They fail to identify the specifics of the problem (open to interpretation). They do not tell performers what they need to do to change performance.
