Unit 3 Flashcards
4.0 Behavior analysts and the behavior-change program
Manage the entire behavior-change program(design, implementation, discontinuation)
Design a conceptually systematic program based on the principles of behavior analysis
4.01 Conceptual Consistency
Involve clients in program planning while clearly explaining all details of the program
4.02 Involve Clients in planning and consent
Create based on each client’s behaviors, environment & goals; don’t copy behavior programs
4.03 Individualized Behavior-change programs
Create based on each client’s behaviors, environment & goals; don’t copy behavior programs
4.04 Approving Behavior-change programs
Explain & get approval of program objectives before implementing the program
4.05 Describing Behavior-change program objectives
Explain to clients the circumstances required for program success
4.06 Describing conditions for behavior-change program success
Seek to eliminate program obstacles or recommend other professional services
4.07 Environmental conditions that interfere with implementation
Punishment used with caution & reinforcement procedures; discontinue when no longer needed
4.08 Considerations concerning punishment procedures
Recommend least restrictive procedures, likely to be effective
4.09 Least Restrictive Procedures
Minimize the use of harmful reinforcers & excessive MOs
4.10 Avoiding Harmful Reinforcers
Explain objective termination criteria to clients & discontinue when criteria is met
4.11 Discontinuing behavior-change programs and behavior-analytic services
3 types of supervisory relationships
Employer-Employee
Contracted Supervisor
Combined
3 problems with Employer-Employee Supervisory Relationships
Supervisor lacks experience
Supervisor has limited time
Supervisor requests conflict with ethics
3 Problems with Contracted Supervisory Relationships
Supervisor has limited involvement with cases
Time limitations
Distance travel
3 Problems with Combined Supervisory Relationships
Conflicting responsibilities/tasks from supervisors
3 goals of a supervisory relationship
Seeking certification
Maintaining certification
Expanding professional repertoire
Supervisors are experienced in the area of which they are providing services
5.01 Supervisory Competence
Supervisor must make time for their supervisee
5.02 Supervisory Volume
Supervisor only assigns tasks that the supervisee has been trained to complete
5.03 Supervisory Delegation
Supervisors provide training that is behavior-analytic, effective, ðical
5.04 Designing effective supervision and training
Supervisor outlines all aspects of the supervisory relationship before supervision begins
5.05 Communication of supervision conditions
Supervisors design, document, and frequently deliver feedback to improve supervisee performance
5.06 Providing feedback to Supervisees
Supervisors must evaluate their own performance
5.07 Evaluating the effects of supervision