Unit 3 leadership, ethics and ineffective management practices Flashcards by Kathleen Dugan

A definition by Daniels and Daniels (2007) states, “

A person that establishes Conditions that bring out the Best in employees”.

does not state that a leader is the boss
can be a front-line employee

Manager and leader are not synonymous terms

As stated by Geller (2002):

“…managers hold people accountable, whereas leaders inspire people to feel responsible”

INSPIRE

A Leaders

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Their Job is to get employees to work on behalf of the company when nobody else is present.

This is why anyone from employees to the CEO can be ….

Leader

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Most are judged by strange criteria:
 How successful is the company?
 Did the company grow?
 Did she leave a legacy?
 Is she charismatic?
These definitions rely on results, but
results as the only measures for employees
are not recommended, and the same goes for leaders
These measures also fail to assess our definition of leadership (i.e., your company can be successful with a poor leader, for a while)

Measuring a Leader

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 Employees work hard for the leader

 Employees sacrifice for the leader

 Employees correct others who engage in counterproductive behavior

 Employees set their own goals based off of what the leader would approve

Promote desire of the behaviors

leaders promote.,

Daniels and Daniels

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Leaders behavior can be measured
(everything can be measured)

We are more concerned with how to
effectively lead

Should spend time pairing them selves with reinforcement

 Have the employees teach you something (Daniels and Daniels, 2007)

 Personally deliver reinforcers for performance

 Do a task for an employee

 Ask for explanation of good results
(Daniels and Daniels, 2007)

Measuring a Leader

continued

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Reinforcing others tends to increase
their rate of delivering reinforcers

If you are on top of an organization, you must reinforce managers, Specifically, reinforce managers when they reinforce others

Leaders must remember the matching Law

Leadership and Reinforcement

Delivery

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Focusing too much on an activity and not the ultimate mission

Activity trap-

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To achieve all of our goals a leader
must convince the employee that their job is important and that their performance is needed

This can be done by companies having a…

All companies should have one

This statement is the ultimate goal of the organization (Malott, 2003)

Concise statement explaining why the organization exists

Mission Statement

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 Apple is committed to bringing the best personal computing experience to
students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings

 YouTube’s mission is to provide fast and easy video access and the ability to share videos frequently

Mission Statement Examples

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Activity trap-

  Focusing too much on  an activity and not the ultimate mission

Organizational myopia-

  To lose sight of the purpose of the organization

Problems with an Unclear Mission

Malott, 2003

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The leader’s challenge is to make it
clear how the behavior of the employee relates to the mission

Reinforcement should be tied to mission related behavior

Leaders and Mission Statement

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 They understand the importance of their job as it relates to the mission

 Receive reinforcement for engaging in behavior that helps achieve the mission

 Face-to-face contact

 Have a leader that is paired with reinforcement

 Have a leader that follows through on contingencies

 Allow employee behavior to influence your behavior

An employee becomes invested in

their work when:

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Required to change employee behavior from time to time:
New initiatives may be introduced to move the organization forward

 New initiatives generally come from  top echelons of the company and care must be taken when introducing to employees

Teamwork

Creativity

Challenges-difficulty with being a leader

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A leader must keep the mission in mind and change direction when needed:

Represents one of the largest challenges for leaders: ……..

Matching law again!

Employees must realize that the change is to keep with the mission and that their performance is
important

getting employees to stop what they are
doing and start something else

(Initiatives)

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change the allocation of reinforcers

Daniels and Daniels (2007) suggest
themes

May be a time for tangibles

Employees with a history of initiatives as an opportunity to contribute and be recognized will likely be okay with the shift

From Geller (2002)
 Provide rationales for requests
 Involve employees in decisions (customization of goals)
 Provide choices

The key for new initiatives is to

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In rare cases employees work
without the aid of others

Often, teams of employees are required to work together

This may be especially true when new initiatives are launched

Think back to working in a team in school

If you didn’t like it that’s because you were doing all the work

Working as a team doesn’t mean you reinforce the ‘team

Teamwork

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Reinforcement should be allocated to
employees equitably

Make sure duties are assigned equally and that you can track which
members of the team are
contributing

Teamwork- Some solutions for problems

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Some companies require …….by their design, but all companies can benefit from it

Input from front-line employees can
be vital—employees are closer to the
‘problems’ than we are as leaders

Employees can become invested in
the mission by contributing ideas that
are implemented

creativity

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Behavior—
generating new ideas, generating a variety of ideas, etc. Whatever the definition it involves behavior—not an unalterable trait

We can reinforce behavior and increase creativity, but this is nothing new (Glover & Gary, 1976)

What is creativity?

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Set the occasion

Reinforce behavior-not results

Don’t fall into the success-only trap

Increasing Creativity

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Just One View

The study of ethics includes a number of opinions

I will pull information from OBM and other sources and give my opinion on several topics related to business and ethics

You may draw your own conclusions based upon the material and subsequent study

Ethics

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From Cooper, Heron, and Heward
(2007):

 “refers to behaviors, practices, 
and decisions that address three basic 
and fundamental questions: 
    what is the right thing to do? 
   What is worth doing? 
   What does it mean to be a good behavior analyst?”

Ethics

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The Cooper, Heron, and Heward
(2007) is a practical definition of
ethics

We will restrict ourselves to applied
ethics in OBM

The field of ethics contains other
branches of study (e.g., meta-ethics)

Ethics

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There are many ethical companies
that are profitable

There are also companies that are
profitable and engage in less than
ideal ethical behavior

Ethical Businesses

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But it is still not uncommon to hear about one company being more ethical than another Ethics in a company is determined by the behavior of the employees That means, even small ethical problems decrease the overall ethical presentation of your company

An Organization is not a Living | Creature

Not many people begin by engaging in unethical behavior But, employees may not be punished by organizations for making decisions that generate profit

Slippery Slope

Many companies may manage employees in a manner that is ineffective and leads to a dissatisfied workforce If OBM focuses on positive reinforcement isn’t that always an improvement? In fact, isn’t the focus on observable behavior an improvement over any system that views employees as full of unalterable traits? This deserves closer scrutiny

OBM is Inherently Ethical?

Many of the the ethical responsibilities espoused by the BACB will generalize easily to OBM Some will be more difficult

Ethics in Behavior Analysist

Guideline 6.01 Job commitments - see Code 1.04c Integrity Guideline 6.02 Assessing employee interactions -Code 3.01a Behavior analytic assessment Guideline 6.03 Preparing for consultation - Code 2.01 Accepting clients Guideline 6.04 Employees’ interventions -Code 2.02 Responsibility 6. 05 Employee health and well being 6. 06 Conflicts with organizations

BACB Ethical Standards

Advantage of pay for performance Necessity of safety What about a task clarification, feedback and public posting intervention for groundskeepers? If it increased their behavior are they happy?

Who Benefits?

Measures in research assess participant satisfaction with independent variables Can employees be unhappy with interventions that still improve performance? Yes, think negative reinforcement

The Value of Social Validity

Hedge our bets by including positive reinforcement procedures Can we improve current management techniques? Does this alleviate our responsibility?

Increasing Employee Value

John implements a task clarification, goal setting, and feedback intervention that increases the average rate of audits completed by an accounting firm by 27% This translates into a large increase in revenue for the firm and John earns a bonus on his consulting fee. Is this okay? Maybe What if the employees really liked the intervention? What if they did not? What if part of the profits were distributed in part to the employees for obtaining goals? We have to weigh the effects of our behavior change procedures

Scenario- Increasing employee value

1. It is required if you are board certified 2. Prevents the employees feeling ‘surprised

The Value of Informed Consent

More than just getting permission involves a full and detailed explanation of the proposed procedures then permission to continue No attempt to sway a decision given the right to withdraw consent Conflicts with management?

What is Informed Consent?

Intervene in one group of a company Allow some employees to not participate Move employees? Alter intervention

Planning for Participation

When to work with an organization and when to defer  Novel problems  Large scope  Project type

Being Prepared

The behavior analyst develops interventions that enhance the health and well being of the employees See Code 2.0 Behavior analysts’ responsibility to clients.

6.05 Employee health and well being BACB Ethical Standards -Guidelines for responsible conduct Is there a need to intervene

Possible questions:  Did the employees already agree to goals?  Are the employees at risk of being terminated?  Is the plant going to close?  Will improving performance hurt safety?  Are there systems/equipment problems?

Is There a Need to Intervene?

 If the demands of an organization with which behavior analysts are affiliated conflict with these Guidelines, behavior analysts clarify the nature of the conflict, make known their commitment to these Guidelines, and to the extent feasible, seek to resolve the conflict in a way that permits the fullest adherence to these Guidelines  See Code 1.04e Integrity

Guideline 6.06 Conflicts with organizations BACB Ethical Standards - Guidelines are responsible conduct

1. Add Value 2. Validated Practice 3. Collaboration 4. Continuous Improvement 5. Integrity 6. Uphold Confidentiality

ISPI code of ethics states six guiding | principles:

Respect and contribute to the legitimate and ethical objectives of the organizations” Give recommendations based on a needs assessment “Measure performance based on results not on procedures performed for the client

Add Value.- ISPI code of ethics states six guiding principles, 1

Use : - Data based decisions - Validated techniques Objectively evaluate interventions Keep up with new technologies

Validated Practice Principle- ISPI

Meet the interests of all parties involved in an intervention Comply with requests to partner with others, even if they represent your own competition (Problem with this and recommending validated interventions)

Collaboration - ISPI

Continuous improvement of your abilities Solicit feedback from employers

Continuous Improvement-ISPI

Be honest and truthful in representation of yourself to clients, colleagues, and others Did your intervention contribute to the improvement? Give credit, be honest with clients ensuring you are practicing within your expertise

Integrity- ISPI

Maintain confidentiality of clients Respect intellectual property • Ex., consulting for a software company

Confidentiality - ISPI

Externalities A cost that a corporation’s action impose on society:  Polluting a river  Cigarette companies  High emission vehicles There may be no contingencies to evoke alternative responding by employees Moreover, there may be contingencies that directly compete with alternative behavior Ex. labor in the U.S. costs more than labor in other countries

What about an organization’s effect | on society

The behavior analyst promotes the general welfare of society through the application of the principles of behavior. Fulfilling our commitments vs. doing what is ethical—we have to decide what to do when it comes to our attention that a problem exists -Should we work from within to correct such externalities when we observe them? - Should we refuse to have anything to do with these practices?

9.0 The Behavior Analyst’s Ethical Responsibility to Society. Externalities (continued)

Options:  Recognition up front • Refuse position • Accept with conditions  Recognition after started • Change from within • Resign and change If some are more ‘ethical’ than others, whom can I work with? ;  Are they following the law?  Can I consult with this company? Choose carefully…

When there is recognition of the Externalities ..

 Businesses working in other cultures may find practices they don’t agree with  There are a variety of options in this case ranging from: outright refusal to work within the culture, to complete capitulation  In cases where there are egregious violations (i.e., recklessly unsafe work conditions) perhaps the best option is not to participate

Other Cultures

However, in many cases other companies may lack the structure to enforce USA-type standards  If this is the case, should it be reasonable to expect top tier working environments (Lattal & Clark, 2007)?  Perhaps the best way to make an initial decision is to reverse roles, could you work in that environment given the circumstances?

Other Cultures (con

If the company can use its resources and influence to “nudge” a given sector into engaging in ethical behavior, it may be better for the employees in question Ethics can be changed (what does ethics mean to a behavior analyst other than behavior) By nudging people who are engaging in unethical behavior we may shape ethical responding ’ Align the ‘ethical contingencies ’ Don’t make excuses for clubbing baby seals

Moral nudging Lattal & Clark (2007) use the term

Set ethical values statements Ethics into performance reviews Reinforce ethical behavior Retain ethical employees/make ethics a hiring priority

Strategies: integrate ethical practices | into a company:

``` Perhaps professionals in OBM should look at more than just companies and employees. Look at:  Management  Employees  Consumers  Society ``` Suggested Ethical Guidelines Conduct a cost benefit analysis on all pparties involved -From the perspective of management; employees; consumers; and society

Dr. Pritchard’s View

``` Example, a chemical plant employing 300 workers is in danger of closing if performance does not improve -Consumer-Greater availability/lower cost of product -Management-Increased revenue -Employee-Job security… -Society-Reliance on potentially harmful product ``` How Could this Effect the Consumer? Asked to consult in a company that already has a stranglehold on the market Increased prices due to decreased competition?

Go/No Go Decision

Sales especially vulnerable area to UNETHICAL behavior? The contingencies: -Negative reinforcement in-place for making sales -Positive reinforcement for making sales. (Units sold) - RESULTS - In addition there is a Preference for smaller more immediate rewards as opposed to larger rewards delivered later (discounting) Conditions not unique to sales

Unethical contingency

Example: Completing reports for an audit. The reports are only accessed in the unlikely event of an audit -No positive reinforcement to support completing the tedious reports -Very strong negative reinforcement contingencies for “finding” the reports in case of an audit The reports may be “found” just in time for the audit This is unethical, possibly illegal, and taxes the employees The contingencies support results at all costs and not ethical behavior Fix this disproportionate reinforcement allocation

“Unethical” Contingencies

Can make a company collapse There is no guarantee that good ethical conduct will lead to success, but ____. _____ hedges bets that a company will fail in the long-term

Poor ethics

Something about a work environment produces harm to an employee Specifically, the process in which a stimulus is applied to a person, and the person’s psychological/physiological response (Beehr, Jex, & Ghosh, 2001) This definition suggests that repeated exposure to these stimuli can adversely affect the employee How does this relate to OBM? A topic that has received a lot of attention and rightly so…

occupational stress

Increased absence  Hostility  Depression  Physical illness  Increased alcohol consumption

Just a few effects of occupational | stress:

A difficult concept to quantify Most often self-report is used Other measures: absenteeism, anxiety behavior, physiological measures

Measuring Occupational Stress

 Task design: shiftwork, workload, infrequent breaks  Management: communications, lack of involvement  Relationships: adversarial relationships  Roles: unclear expectations  Job insecurity  Other unpleasant conditions: noise, crowding, equipment

What are the Stressors?

 Treatment for the person  Organizational changes By far person-based are the most common ``` Common person-based treatments:  Biofeedback  Meditation  Withdraw behavior  CBT ``` Treat each individual

Treatments for | Occupational Stress

Why are person-based treatments so | common?

``` Beehr, Jex, and Ghosh (2001) name a few possibilities: Job satisfaction is up to the employee - It’s not easy to change an organization ```

Rare in the literature, but they are intuitive -why change one person at a time? Eliminate or modify the problematic stimuli (e.g., job-redesign

Organization-Based Treatments

 Increase autonomy  Increase task variety  Increase task significance  Increase feedback

Hackman and Oldham (1980) state | several ways to decrease occupational stress:

Wait, aren’t the suggestions given by Hackman and Oldham what we have been talking about?  Performance feedback  Significance  Input from employees (Phillips, 1998)

OBM as Treatment

 Green, Reid, Passante, and Canipe  Examined four supervisors in human service setting  Supervisor jobs were broken into tasks  Preferences for each task were assessed, and low preference task was selected for each supervisor Preferences for the tasks increased after the changes were made Additionally, preferences remained relatively stable for other control for other control tasks

Other Stressors?

Managers struggle with getting performance out of their employees and turn to methods that may harm their employees A return to ethics

OBM as the Optimal Management | Approach

 Initial training is done quickly in a classroom orientation  Generally are left alone if you follow the rules  Mistakes and underperformance are punished through a progressive discipline model  Top performers are promoted  Annual reviews based upon hiring date Annual bonus is paid out if the company does well Annual raises based on performance Employee of the month Managers occasionally hold pre-shift meetings ``` Outcome  Customers wait for fitting rooms  Store is cluttered  New clothes are not displayed properly  Long lines at the cashier  Occasional cash register shortages  There has not been a bonus in several years  No employees have career plans that involve the store ```

Operations

Training-competency based ‘on-the- floor’ model Key pinpoints are identified (check- out time, cleanliness, fitting room wait time, arrangement) and placed into a point system Data are graphed and posted weekly Refocus management to reinforcement based procedures Annual bonus and EOM are gone Comprehensive reinforcement program for meeting goals

What Could We Do to Help?

```  Mining  Distribution Centers  Department stores  Human service industries  Textile Industry  Medical centers  Transportation  Oil companies  Public schools  State run institutions  Hospitals  Appraisal firms  Customer service  Construction ```

Other Industries OBM helps

task clarification  goal setting  public posting  feedback  reinforcement procedures

OBM: More than a Collection of Procedures  Common interventions include:

 OBM highlights the idea that behavior is what drives an organization ```  As such, we are not just putting procedures in to maximize performance, we are creating a work environment that promotes indices of happiness, optimal performance, fair treatment, and lasting change ``` We have all worked at companies that did not not follow these procedures An OBM work environment is focused on positive reinforcement

OBM: More than a Collection of | Procedures (continued)

They don’t know what they don’t know What do know is flawed or incomplete Popular press has presented it in a simplistic or trivial way

Why Haven’t Managers and Executives | Embraced Behavior Analysis?

Behavior is the “Keystone” for..... All organizational systems, processes and procedures depend on behavior for successful execution Behavior is either rule-governed or contingency-shaped. Behavioral consequences are critical to both Need to rely on consequences. Businesses still try to tell people what to do. Keep telling in anger

Strategic Success

Two increase behavior Positive reinforcement.R+ Negative reinforcement R- If they are doing something, they are being reinforced. Two that decrease behavior: - Punishment. P+. Get something you don’t want - Penalty P- Lose something you want

Four behavioral Consequences

Positive reinforcement produces higher rates of behavior than negative reinforcement Negative Reinforcement will get Compliance Discretionary Effect: - Want to curve-Positive Reinforcement - Have to Curve-Negative Reinforcement

``` Some Things We Know About Behavioral Consequences (continued) ```

 A small, immediate _____ has more impact on behavior than a large, future, and uncertain one

The Relative Power of Consequences

What is leadership aside from what we have been talking about?

The study of behavior

 The behavior analyst adheres to job | commitments made to the employing organization

Guideline 6.01 Job commitments

- The behavior analyst assesses the behavior-environment interactions of the employees before designing behavior analytic programs

Guideline 6.02 Assessing employee interactions

The behavior analyst implements or consults on behavior management programs for which the behavior analysis has been adequately prepared See Code 2.01 Accepting clients

Guideline 6.03 Preparing for consultation

The behavior analyst develops interventions that benefit the employees as well as management See Code 2.02 Responsibility

Guideline 6.04 Employees’ interventions

Occurs independent of management naturally, everyday Always works Increases the behavior that is occurring when you get it

Positive Reinforcement

1. Employee of the Month 2. Setting Stretch Goals 3. Annual Performance Appraisal 4. Ranking Employees, Offices and Plants 5. Rewarding Things a Dead Man Can Do 6. Salary and Hourly Pay 7. You did a good job, but… 8. Using the Sandwich Method of Correcting 9. Yelling and Screaming and other forms of public criticism 10. The Budget Process 11. Promoting People That No One Likes 12. Downsizing 13. Mergers and Acquisitions and other forms of Reorganizing

13 Management Practices that Waste | Time and Money

At most one person is affected  Social consequences: Person receiving may not want it Not available to everyone that is performing well More is not better

Employee of the Month

Unreachable target  Violates how goals work  Causes extinction Use shaping goals instead  Reinforce small improvements • “Many mini goals

Stretch Goals

Allocation of scores is on a curve  Most will fall in the middle  Pits one employee against another  Only certain number of individuals can have top score Not immediate Not accessible to everyone

Annual Performance Appraisal

Creates competition -Compete to be “#1”, or to avoid being at the bottom  Individuals unlikely to share information or techniques  Like being graded on a curve  Eliminate adjectives like “first,” “best,” most,” etc…  Instead identify what individuals need to do to be better

Ranking Employees, Offices, and | Plants

If a dead person can do it perfectly, it will not solve your problem.  Example: Dead man goal: “Zero defects is our goal” Better: “Produce defect-free products”. Requires action

Dead man’s test, Ogden Lindsley

 Bill Abernathy’s, Sin of Wages -“Show-up” pay”.  Alternative: Performance-based pay  Get paid according to what is done/produced  Alice Dickenson: Performance-based component in addition to salary/hourly pay e.g., contingent bonuses

Salary and Hourly Pay

Supervisors try to positively reinforce but fail because they qualify it .ex., You did a good job, but...” Instead:.. If someone is doing a good job, provide praise. Come back at a later time to give constructive feedback

Constructive feedback/praise

Most common form of correcting behavior management is taught - constructive feedback is sandwiched”between praise - Not supported by data  Instead: -Provide constructive feedback separately - At a future time, when improvement in behavior is witnessed, intervene and praise

Sandwich method

 State hospital volunteer program  Budget surpluses given to those who overspent their budget  Budget reduced following year Instead:  Give more to those who meet budget goals  Reward those who do more with less

 Example of a typical budget process

Often promotion based on technical skills, not_____ Cannot be most efficient if you are not well liked  We don’t perform best for people we don’t like Focus on helping people be successful

social skills

Problem is how it is done Results in Fewer people doing the same amount of work Fails to increase reinforcement for the people left Best indicator of whether a company will ____is whether they have _____ before

Downsize

Mergers Acquisitions Other Forms of Reorganization Ex: Example: Go to acquired company and let them teach you something Talk to merging companies about past complaints; use as opportunity to do better Make it positively reinforcing to everybody in the process (both for the people being merged and those in the acquired organization) •Use the opportunity so more people can have more reinforcement

opportunities to reconfigure organization

The endless cycle of innovation and imitation causes competitors to erase each other’s competitive advantages virtually as fast as they can be created…. One area of differentiation, however, is difficult to copy, even when competitors have benchmarked your company and learned your best practices That area is behavior. Behavioral differentiation is difficult to copy because it requires more skill and will than many companies possess—even when they know what you are doing!”

On Competitive Advantage Winning Behavior Bacon & Pugh.”

“To put it simply and starkly: If you don’t get the people process right, you will never fulfill the potential of your business.” Execution: The Discipline of Getting Things Done Larry Bossidy

Regard to Performance Improvement Process

1. PINPOINT 2. MEASURE 3. FEEDBACK 4. REINFORCE 5. EVALUATE

Five step of behavior change process

:1. What is the business case for achieving an outcome? • E.g., customer service, cost, revenue 2. What do people have to do to make that happen?  Example: MRSA” (Methicillin-resistant Staphylococcus aureus), a life-threatening staph infection and hand washing in hospitals

 Pinpoint two things

Everything can (and is) being measured! Why? See five step behavior change process

to help performer get more | reinforcement

Two possible problems: 1. Pinpointed wrong behavior 2. Don’t have a reinforcer Example: Did the behavior change? • If so, reinforcement was present, pinpointed the wrong behavior

If Business Case Hasn’t Changed

Science Begins Where Common Sense Ends. “The most poignant discovery in science comes when one suddenly sees the truth that was open to view all the time.”

Raymond A. Dart | Archeologist

(See chart)Exponential Discounting - Economists do in terms of predicting the value of money over time.

Exponential Discount | Delay discount?

The want to/have to curve. (See chart) (Negative reinforcement- People do enough to escape punishment) Once you get to level of avoiding punishment, nothing to motivate you to do more. Least effective Consequences: - Positive Future Uncertain ie, bonus, promotion - Negative Future Uncertain Most effective Consequences: - Positive Immediate Certain - Negative Immediate Certain

Discretionary Effort -!Oops

(See chart) Find a way to deliver Consequence as close to bx as possible. -Use Shaping Systems, processes and mangers bx’s, are responsive to Immediate Consequences that are positive over time.

Building Lasting Consequences

Behavior analysts familiar with. Measures impulsivity. Delay reinforcement.

Hyperbolic Discounting:

Preference for smaller more immediate rewards as opposed to larger rewards delivered later

Reinforcement looses its value over time.

Keep the mission in mind Matching law, allocation of reinforcers Involve employees in goal customization, training Employees with histories of making shifts will likely transition well

Initiative

Seeking employment input Generating new ideas, variety of ideas Reinforce behavior not results

Creativity

Refers to behaviorist, practices, and decisions that address three fundamental questions: What is the right thing to do? What is worth doing? What does it mean to be a good behavior analyst?

Ethics

Ethics determined by employee behavior Exclusive focus on RESULTS may result in Unethical behavior OBM focus on positive reinforcement and observable behavior, therefore we are focused on improvement

Ethics in organization

Job commitments 1.04 Assessing employee interactions 3.01 Preparing for a consultation 2.01 Employee interventions 2.01

Ethics in organizations

We for us to participate satisfaction with intervention We need to find a balance between improving employee welfare and improving performance - Use positive Reinforcement - Help improve management techniques

Social validity an employee value

REQUIRED Prevents surprise to employees Voluntariness - Permission - Right to withdraw consent Information -Detailed explanation Capacity -Capable of making decision in absence of duress

Informed consent

Conflicts with the organization 1. Add value 2. Validated practice 3. Collaboration 4. Continuous improvement 5. Integrity 6. Uphold confidentiality

ISP code of ethics six guiding principles

Externalities Greater good of society Consider culture Moral nudging

OBM and society

Rodriquez 2011 used all of the following interventions except Score cards Group level rewards Weekly meetings with goals Lottery system

Lottery system

Employees will discount larger, future, and certain consequences for....

Smaller, Immediate, Certain ones Oops by Aubrey Daniels

Person receiving award may not want it Only rewards one person Also applies to type and number

Employee of the month Oops, by Aubrey Daniels

Allocating scores in curve Employees pitted against each other Not all employees can score well

Annual Performance Appraisal Oops by Aubrey Daniels

Creates unnecessary competition Instead, teach employees to do better

Ranking Oops By Aubrey Daniels

Rewarding things a dead man can do -If a dead man can do it, it’s not....

Behavior | -Focus on actions

Time-based schedules Rewards for showing up

Salary and hourly pay -Instead consider pay based performance

Praise decreases in value Separate the two

Providing Praise followed by corrective feedback

Surplus given to all Budget reduced regardless Instead reward those who do more with less

The Budget Process

Goomas 2012 Addressed mistakes and filling orders at distribution centers by Individualized feedback Score cards, weekly meetings, and traininFa Change to automated equipment Group level rewards

Change to automated equipment

Validate a practice in LBM includes all of the following except Data based decisions Objectivity Keeping up with technologic advancements Stretch goals

Stretch goals

Treatment to occupational stress includes ____. -based Treatments

Person

To evoke behavior in employees leaders must follow-through on

Contingencies

When deciding went to work with an organization and went to differ, take into account…

Novel problems, if there is a large scope project type

It occurs independent of management naturally, every day. Always works Increases the behavior that is occurring when you get it

Positive reinforcement