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Association for Behavior Analysis International

The Association for Behavior Analysis International® (ABAI) is a nonprofit membership organization with the mission to contribute to the well-being of society by developing, enhancing, and supporting the growth and vitality of the science of behavior analysis through research, education, and practice.

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Ninth International Conference; Paris, France; 2017

Event Details

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Poster Session #39
Tuesday, November 14, 2017
5:30 PM–7:00 PM
Studio GHIJ; Niveau 2
60. Bringing Behavioral Systems Analysis to the Entrepreneur: Case Studies Using the Value Core Blueprint
Area: OBM; Domain: Service Delivery
LORI H. DIENER-LUDWIG (Performance Blueprints Inc.), Timothy D. Ludwig (Appalachian State University; Performance Blueprints Inc.)
Abstract: Behavioral Systems Analysis (BSA) is a behavior analytic methodology that integrate behavioral contingencies into organizational systems. It sets itself apart from other approaches to organizational design and management because of the focus on critical interlocking behavioral contingencies that ultimately achieve organizational goals. Yet BSA is a complex undertaking for those who are unfamiliar with the approach. Pioneers in the field have developed models to help sort through this organizational complexity. In an attempt to disseminate BSA and make it more accessible to those not formally trained in it, a new tool and methodology was created. The Value Core Blueprint is a novel methodology and streamlined approach to organizational design and contingency management, taking the user through a step by step process focused on how to build reinforcers for both workers and customers. By asking a specific set questions and getting feedback from target customers, users map their meta-contingencies and create a comprehensive action plan to differentiate their organization, operationalize their vision and align behaviors of teams toward common goals. The tool and methodology was built for entrepreneurs. It was field tested with entrepreneurs in the field of behavior analysis and the results will be presented in this poster.
61. Documenting Best Behavior Analytic Practices Related to Injury Reduction in Industrial Safety
Area: OBM; Domain: Service Delivery
TIMOTHY D. LUDWIG (Appalachian State University), Dwight Harshbarger (University of West Virginia Health Sciences Center)
Abstract: The practice of behavioral safety in industrial settings has been rooted in the science of behavior analysis since its inception in the 1970s and has grown into a globally- applied practice. Since 2005, the not-for-profit Cambridge Center for Behavior Studies (CCBS) has been accrediting programs that demonstrate the best behavior analytic practices related to injury reduction. This poster will review these world-class behavioral safety programs accredited by the CCBS within the petrochemical industry, food distribution, chemical production, mining, and civil construction. Foundational empirically-tested variables in behavioral safety include the pinpointing and measurement of behavior paired with behavioral feedback through a peer-to-peer observation process that allow for frequent and immediate consequences. Benchmarking accredited behavioral safety programs permits us to document practical evidence-based innovations that have allowed industrial workers to come in greater contact with multiple contingencies that select both targeted personal safety behaviors as well as safety program participation (process) behaviors. Time series graphic data will show reduction of injuries associated with the onset of and significant enhancements in behavioral safety programming at industrial sites. Injury reduction rates are compared to industry standards and process measures such as the number of behavioral observations
62. An Evaluation of Performance Improvement Goals and Feedback on Performance on an Analog Work Task
Area: OBM; Domain: Basic Research
KATHRYN M. ROOSE (University of Nevada, Reno), W. Larry Williams (University of Nevada, Reno)
Abstract: Goal setting is one of the most widely studied interventions in psychological literature. In 1968, the first cohesive theory on goal setting proposed that difficult goals produce higher levels of performance than easy goals, and specific goals produce a higher level of performance than “do your best” goals (Locke, 1968). While over 40 years of research support this assertion (Latham & Locke, 2006), there has been some discrepancy regarding very high goals. This study examined the effects of performance improvement goals and feedback. Utilizing a group design, groups were assigned no goal, or a goal of 150% or 175% of baseline performance, and two types of feedback. Feedback 1 showed participants their progress towards the goal as a percent, while Feedback 2 showed Feedback 1, plus the percent of the goal that should be completed by that point in the session in order to meet the goal by the end of the session. Results indicated that lower goals produced higher increases in performance and accuracy than higher goals. Feedback 2 produced slightly higher increases in responding and very slightly higher accuracy than Feedback 1. As so-called “stretch goals” are widely used in organizations, implications for real-world applications will be discussed.
63. The Interaction Effects of Different Incentive Type and Task Structure on Work Performance
Area: OBM; Domain: Applied Research
Jaehee Lee (Korea Institute of Child Care and Education), Kwangsu Moon (Chung-Ang University), Sungjun Lim (Chung-Ang University), SHEZEEN OAH (Chung Ang University)
Abstract: The purpose of this study was to examine the interaction effects of different incentive systems and task structures on group work performance. We adopted a between subject design and recruited 180 college students as participants. Participant were randomly assigned to one of six experimental groups: (1) individual incentive/independent task, (2) individual incentive/interdependent task, (3) equally distributed group incentive/independent task (4) equally distributed group incentive/interdependent task, (5) differentially distributed group incentive/independent task, and (6) differentially distributed group incentive/interdependent task. The participants performed a typing task that required them to work cooperatively in a group of three. The dependent variable was the number of words correctly typed. All participants attended five 20 min sessions. In the first session, participants earned only base pay. From the second to fifth session, participants earned base pay and additional incentives based on their performance. Results were as follows: Under the independent task condition, the individual incentive condition produced the highest level of performance. Under the interdependent task condition, the equally distributed group incentive condition produced the highest level of performance.
64. Preventing Burnout Among Applied Behavior Analysis Therapists: Is Technology the Answer?
Area: OBM; Domain: Service Delivery
LAURIE DICKSTEIN-FISCHER (Salem State University), Ian Chapman (Salem State University)
Abstract: New technology created to aid Applied Behavioral Analysis (ABA) therapists with data collection is becoming more common, yet still not widely adopted. These technologies can largely reduce the workload of therapists, which could potentially reduce three common problems in the field: turnover, feelings of burnout, and insufficient supervision. The purpose of this study is to better understand ABA practitioners' attitudes about using and implementing newer technologies for data tracking and to explore the relationship between their current tracking methods and measures of burnout. 279 domestic and international ABA practitioners participated in an online survey that asked questions about education, occupation, data tracking methods, supervision, feelings about technology, and level of burnout. The Maslach Burnout Inventory (MBI-GS) measured job burnout related to exhaustion, cynicism, and professional efficacy. Results suggest that practitioners who are more satisfied with their tracking methods express less cynicism (p < .001), and those who used technology in their sessions express significantly higher professional efficacy (p = .007) and approached significantly lower cynicism (p = .055). Practitioners who viewed data tracking as distracting expressed significantly more exhaustion (p = .008) and cynicism (p = .016). Practical, training, and supervision implications for the field of ABA are discussed.
65. The Relative Effects of Objective and Social Comparison Feedback on Eco-Driving Performance
Area: OBM; Domain: Applied Research
HANGSOO CHO (Chung-Ang University), Kyehoon Lee (The Finest Consulting ), Shezeen Oah (Chung Ang University), Jidong Lee (Chung-ang University)
Abstract: The purpose of this study was to investigate the relative effects of two different types of feedback contents (objective vs. social comparison feedback) on fuel-efficiency while driving. Seven participants who commute with their own cars were recruited. As the dependent variable, fuel-efficiency was measured every weekday. An ABCB repeated measure design was adopted, in sequence of baseline (A), objective feedback (B), social comparison feedback (C), and objective feedback (B). In the objective feedback phase, the fuel-efficiency for each day was measured and the average fuel efficiency for two consecutive days was informed to all participants via text message. In the social comparison feedback phase, the average fuel-efficiency for two consecutive days for all participants was ranked and the individual rank score was provided to each participant via text message. The results indicated that both the objective and social comparison feedback was effective in increasing the fuel-efficiency. However, the relative effectiveness of the two different types of feedback was not clearly demonstrated.



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