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BEHP 5017A Targeted Topics in behavior analysis – M > Unit 3 leadership, ethics and ineffective management practices > Flashcards

Unit 3 leadership, ethics and ineffective management practices Flashcards

1
Q

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

A Leaders

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2
Q

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 ….

A

Leader

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3
Q

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)

A

Measuring a Leader

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4
Q

 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

A

leaders promote.,

Daniels and Daniels

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5
Q

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)

A

Measuring a Leader

continued

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6
Q

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

A

Leadership and Reinforcement

Delivery

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7
Q

Focusing too much on an activity and not the ultimate mission

A

Activity trap-

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8
Q

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

A

Mission Statement

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9
Q

 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

A

Mission Statement Examples

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10
Q

Activity trap-

  Focusing too much on  an activity and not the ultimate mission

Organizational myopia-

  To lose sight of the purpose of the organization
A

Problems with an Unclear Mission

Malott, 2003

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11
Q

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

A

Leaders and Mission Statement

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12
Q

 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

A

An employee becomes invested in

their work when:

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13
Q

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

A

Challenges-difficulty with being a leader

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14
Q

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

A

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

(Initiatives)

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15
Q

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

A

The key for new initiatives is to

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16
Q

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

A

Teamwork

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17
Q

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

A

Teamwork- Some solutions for problems

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18
Q

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

A

creativity

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19
Q

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)

A

What is creativity?

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20
Q

Set the occasion

Reinforce behavior-not results

Don’t fall into the success-only trap

A

Increasing Creativity

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21
Q

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

A

Ethics

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22
Q

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?”
A

Ethics

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23
Q

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)

A

Ethics

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24
Q

There are many ethical companies
that are profitable

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

A

Ethical Businesses

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25
Q

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

A

An Organization is not a Living

Creature

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26
Q

Not many people begin by engaging
in unethical behavior

But, employees may not be punished
by organizations for making
decisions that generate profit

A

Slippery Slope

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27
Q

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

A

OBM is Inherently Ethical?

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28
Q

Many of the the ethical responsibilities espoused by the BACB will generalize easily to OBM

Some will be more difficult

A

Ethics in Behavior Analysist

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29
Q

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

  1. 05 Employee health and well being
  2. 06 Conflicts with organizations
A

BACB Ethical Standards

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30
Q

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?

A

Who Benefits?

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31
Q

Measures in research assess participant satisfaction with independent variables

Can employees be unhappy with interventions that still improve performance?

 Yes, think  negative reinforcement
A

The Value of Social Validity

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32
Q

Hedge our bets by including positive
reinforcement procedures

Can we improve current
management techniques?

Does this alleviate our responsibility?

A

Increasing Employee Value

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33
Q

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

A

Scenario- Increasing employee value

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34
Q
  1. It is required if you are board
    certified
  2. Prevents the employees feeling
    ‘surprised
A

The Value of Informed Consent

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35
Q

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?

A

What is Informed Consent?

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36
Q

Intervene in one group of a company

Allow some employees to not participate

Move employees?

Alter intervention

A

Planning for Participation

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37
Q

When to work with an organization and when to defer

 Novel problems

 Large scope

 Project type

A

Being Prepared

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38
Q

The behavior analyst develops interventions that enhance the health and well being of the employees

See Code 2.0 Behavior analysts’
responsibility to clients.

A

6.05 Employee health and well being

BACB Ethical Standards -Guidelines for responsible conduct

Is there a need to intervene

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39
Q

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?

A

Is There a Need to Intervene?

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40
Q

 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
A

Guideline 6.06 Conflicts with organizations

BACB Ethical Standards - Guidelines are responsible conduct

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41
Q
  1. Add Value
  2. Validated Practice
  3. Collaboration
  4. Continuous Improvement
  5. Integrity
  6. Uphold Confidentiality
A

ISPI code of ethics states six guiding

principles:

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42
Q

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

A

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

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43
Q

Use :

    - Data based decisions 
    - Validated techniques

Objectively evaluate interventions

Keep up with new technologies

A

Validated Practice Principle- ISPI

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44
Q

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)

A

Collaboration - ISPI

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45
Q

Continuous improvement of your abilities

Solicit feedback from employers

A

Continuous Improvement-ISPI

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46
Q

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

A

Integrity- ISPI

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47
Q

Maintain confidentiality of clients

Respect intellectual property
• Ex., consulting for a software
company

A

Confidentiality - ISPI

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48
Q

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

A

What about an organization’s effect

on society

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49
Q

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?
A

9.0 The Behavior Analyst’s Ethical
Responsibility to Society.

Externalities (continued)

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50
Q

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…

A

When there is recognition of the Externalities ..

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51
Q

 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

A

Other Cultures

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52
Q

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?

A

Other Cultures (con

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53
Q

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

A

Moral nudging

Lattal & Clark (2007) use the term

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54
Q

Set ethical values statements

Ethics into performance reviews

Reinforce ethical behavior

Retain ethical employees/make ethics
a hiring priority

A

Strategies: integrate ethical practices

into a company:

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55
Q 
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

A

Dr. Pritchard’s View

56
Q 
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?

A

Go/No Go Decision

57
Q

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

A

Unethical contingency

58
Q

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

A

“Unethical” Contingencies

59
Q

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

A

Poor ethics

60
Q

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…

A

occupational stress

61
Q

Increased absence

 Hostility

 Depression

 Physical illness

 Increased alcohol consumption

A

Just a few effects of occupational

stress:

62
Q

A difficult concept to quantify

Most often self-report is used

Other measures: absenteeism,
anxiety behavior, physiological
measures

A

Measuring Occupational Stress

63
Q

 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

A

What are the Stressors?

64
Q

 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

A

Treatments for

Occupational Stress

65
Q

Why are person-based treatments so

common?

A 
Beehr, Jex, and Ghosh (2001) name 
a few possibilities:
  Job satisfaction is up to the employee
   -
  It’s not easy to change an organization
66
Q

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

A

Organization-Based Treatments

67
Q

 Increase autonomy

 Increase task variety

 Increase task significance

 Increase feedback

A

Hackman and Oldham (1980) state

several ways to decrease occupational stress:

68
Q

Wait, aren’t the suggestions given by
Hackman and Oldham what we have
been talking about?

 Performance feedback
 Significance
 Input from employees (Phillips, 1998)

A

OBM as Treatment

69
Q

 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

A

Other Stressors?

70
Q

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

A return to ethics

A

OBM as the Optimal Management

Approach

71
Q

 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
A

Operations

72
Q

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

A

What Could We Do to Help?

73
Q 
 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
A

Other Industries OBM helps

74
Q

task clarification

 goal setting

 public posting

 feedback

 reinforcement procedures

A

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

75
Q

 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

A

OBM: More than a Collection of

Procedures (continued)

76
Q

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

A

Why Haven’t Managers and Executives

Embraced Behavior Analysis?

77
Q

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

A

Strategic Success

78
Q

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
A

Four behavioral Consequences

79
Q

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
A 
Some Things We Know About 
Behavioral Consequences (continued)
80
Q

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

A

The Relative Power of Consequences

81
Q

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

A

The study of behavior

82
Q

 The behavior analyst adheres to job

commitments made to the employing organization

A

Guideline 6.01 Job commitments

82
Q
  • The behavior analyst assesses the behavior-environment interactions of the employees before designing behavior analytic programs
A

Guideline 6.02 Assessing employee interactions

83
Q

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

A

Guideline 6.03 Preparing for consultation

84
Q

The behavior analyst develops interventions that benefit the employees as well as management

See Code 2.02 Responsibility

A

Guideline 6.04 Employees’ interventions

85
Q

Occurs independent of management naturally, everyday

Always works

Increases the behavior that is occurring when you get it

A

Positive Reinforcement

86
Q
  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
A

13 Management Practices that Waste

Time and Money

87
Q

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

A

Employee of the Month

88
Q

Unreachable target

 Violates how goals work

 Causes extinction

Use shaping goals instead
 Reinforce small improvements
• “Many mini goals

A

Stretch Goals

89
Q

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

A

Annual Performance Appraisal

90
Q

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

A

Ranking Employees, Offices, and

Plants

91
Q

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
A

Dead man’s test, Ogden Lindsley

92
Q

 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

A

Salary and Hourly Pay

93
Q

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

A

Constructive feedback/praise

94
Q

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

A

Sandwich method

95
Q

 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

A

 Example of a typical budget process

96
Q

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

A

social skills

97
Q

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

A

Downsize

98
Q

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

A

opportunities to reconfigure organization

99
Q

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!”

A

On Competitive Advantage
Winning Behavior
Bacon & Pugh.”

100
Q

“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

A

Regard to Performance Improvement Process

101
Q
  1. PINPOINT
  2. MEASURE
  3. FEEDBACK
  4. REINFORCE
  5. EVALUATE
A

Five step of behavior change process

102
Q

:1. What is the business case for achieving an outcome?
• E.g., customer service, cost, revenue

  1. 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
A

 Pinpoint two things

103
Q

Everything can (and is) being measured! Why?

See five step behavior change process

A

to help performer get more

reinforcement

104
Q

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

A

If Business Case Hasn’t Changed

105
Q

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.”

A

Raymond A. Dart

Archeologist

106
Q

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

A

Exponential Discount

Delay discount?

107
Q

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
A

Discretionary Effort -!Oops

108
Q

(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.

A

Building Lasting Consequences

109
Q

Behavior analysts familiar with. Measures impulsivity. Delay reinforcement.

A

Hyperbolic Discounting:

110
Q

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

A

Reinforcement looses its value over time.

111
Q

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

A

Initiative

112
Q

Seeking employment input

Generating new ideas, variety of ideas

Reinforce behavior not results

A

Creativity

113
Q

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?

A

Ethics

114
Q

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

A

Ethics in organization

115
Q

Job commitments 1.04

Assessing employee interactions 3.01

Preparing for a consultation 2.01

Employee interventions 2.01

A

Ethics in organizations

116
Q

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
A

Social validity an employee value

117
Q

REQUIRED

Prevents surprise to employees

Voluntariness

  • Permission
  • Right to withdraw consent

Information
-Detailed explanation

Capacity
-Capable of making decision in absence of duress

A

Informed consent

118
Q

Conflicts with the organization

  1. Add value
  2. Validated practice
  3. Collaboration
  4. Continuous improvement
  5. Integrity
  6. Uphold confidentiality
A

ISP code of ethics six guiding principles

119
Q

Externalities

Greater good of society

Consider culture

Moral nudging

A

OBM and society

120
Q

Rodriquez 2011 used all of the following interventions except

Score cards

Group level rewards

Weekly meetings with goals

Lottery system

A

Lottery system

121
Q

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

A

Smaller, Immediate, Certain ones

Oops by Aubrey Daniels

122
Q

Person receiving award may not want it

Only rewards one person

Also applies to type and number

A

Employee of the month

Oops, by Aubrey Daniels

123
Q

Allocating scores in curve

Employees pitted against each other

Not all employees can score well

A

Annual Performance Appraisal

Oops by Aubrey Daniels

124
Q

Creates unnecessary competition

Instead, teach employees to do better

A

Ranking

Oops By Aubrey Daniels

125
Q

Rewarding things a dead man can do

-If a dead man can do it, it’s not….

A

Behavior

-Focus on actions

126
Q

Time-based schedules

Rewards for showing up

A

Salary and hourly pay

-Instead consider pay based performance

127
Q

Praise decreases in value

Separate the two

A

Providing Praise followed by corrective feedback

128
Q

Surplus given to all

Budget reduced regardless

Instead reward those who do more with less

A

The Budget Process

129
Q

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

A

Change to automated equipment

130
Q

Validate a practice in LBM includes all of the following except

Data based decisions

Objectivity

Keeping up with technologic advancements

Stretch goals

A

Stretch goals

131
Q

Treatment to occupational stress includes ____. -based Treatments

A

Person

132
Q

To evoke behavior in employees leaders must follow-through on

A

Contingencies

133
Q

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

A

Novel problems,

if there is a large scope

project type

134
Q

It occurs independent of management naturally, every day.

Always works

Increases the behavior that is occurring when you get it

A

Positive reinforcement

BEHP 5017A Targeted Topics in behavior analysis – M (8 decks)

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