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Tuesday, 7 Jan 2020 by Andy Lattal, PhD
Once upon a time, there were twins named Immedium and Procrastinium. As their names might suggest, the two approached tasks very differently. When a deadline was assigned, Procrastinium’s first reaction was to do something else, while Immedium started on it and soon got it done, PDQ, kazaam, what’s next?
This podcast episode describes the importance of teaching supervisees to take a structured problem-solving approach. The roles of negative reinforcement and self-control in problem identification and problem-solving are discussed. The podcast describes a structured 5 step process for problem solving and strategies for maximizing your success at each step.
“A lot of people get queasy when thinking about this; we’re considering an individual with an established set of preferences and related utility for reinforcers associated with those preferences, and then we want to start manipulating those preferences. Well, some people think that’s not a good idea—preferences are what preferences are.”
It Is Not All about Reinforcement, or Is It? Discriminating between Motivating Operations and Discriminative Stimuli
Reinforcement and its law was a major contributor to the advances made by behavior analysis. However, there is so much more that should be learned regarding contingencies. A better understanding of environmental factors of behavior has aided analysts in analyzing behavior as well as creating treatments for their clients. Antecedent events are just as important as consequences because they directly relate.
“For a lot of the populations that we work with, it is difficult to extract very clear, very useful information on what sort of things might function as reinforcement for them.” Dr. Iser DeLeon, PhD, BCBA Abstract
“Identifying reinforcers is absolutely essential when we are working on acquisition. In order to teach someone a new behavior, we need to be able to reinforce that behavior when it occurs.” Dr. Meagan Gregory, BCBA Abstract
“You can develop a highly effective treatment that works beautifully in a well-controlled space, but if that intervention is not practical and is not something that people are willing to do, it simply will not be adopted.” Iser G. DeLeon, PhD, BCBA-D Abstract
Wednesday, 31 Mar 2021 by Victoria German
Your most important role as a supervisor is to get results for your clients, offering them optimal opportunities to improve their quality of life. As experts in the science of behavior analysis, you can get results by maximizing and supporting your most important asset—your people.
Join Operant Innovations for our Stereotypy Q&A with Dr. Bill Ahearn, Ph.D., BCBA-D
Dr. Geller has been talking about using the science of behavior in conjunction with positive psychology for some time. Now it is your turn to connect the two! Recently, on social media, a book by Dr. Martin Seligman was posted and the question was asked if anyone uses these practices?
The typical performance appraisal is DDDD: Dreaded, Delayed, Done under Duress. Supervisors’ least favorite and most procrastinated task can be transformed into an ongoing source of feedback and positive reinforcement, spearheaded by the employee.
Behavior analysis? OBM? These are questions you or incoming students of OBM may have. In this course, Dr. Wine gives an overview of behavior analysis, what it is, some of the terminology used, how behavior is measured, and how to increase and decrease certain behaviors. These concepts can be applied to any environment, including organizations, to improve performance.
… Supervisors’ least favorite and most procrastinated task can be transformed into an ongoing source of feedback and positive reinforcement, spearheaded by the employee. This book is a how-to that includes 6-steps to successfully implement the performance scorecard with practical don’ts and dos for coaching and giving positive reinforcement. These concrete tools work in all aspects of supervision and management, not just for the scorecard. You’ll … November 2020 "Bottom-up" Scorecards (xvi) Promising to use the first three months as a “doesn’t count” trial with no negative consequences. (19) Be excruciatingly specific so the person will know exactly what to do again. (77) Performance …