| Management of Well-Being in Organizations and Beyond|
|Monday, May 25, 2020|
|12:00 PM–12:50 PM |
|Walter E. Washington Convention Center, Level 3, Ballroom AB|
|Area: DEI; Domain: Service Delivery|
|Chair: Carol Pilgrim (University of North Carolina Wilmington)|
|CE Instructor: Ramona Houmanfar, Ph.D.|
|Presenting Author: RAMONA HOUMANFAR (University of Nevada, Reno)|
|Abstract: A growing body of scientific evidence suggests implicit biases influence ways our actions may affect others to the extent that may favor some and detract from others. Biases can be deleterious and throw decisions off course just enough to harm others (e.g., women and minorities) or unjustifiably protect special interests. Moreover, the numerous examples of ways diversity can promote organizational success and quality of healthcare have generated interests of organizational leadership in relation to bias and diversity across industries. In many ways, leaders’ communication and decision-making shape the interlocking behavioral contingencies, aggregate products (i.e. metacontingency), and the behavior topographies of consumers (i.e., cultural practices). Simply stated, leaders’ design and implementation of contingencies can bear positive or negative influences on the wellbeing of the organizational members plus the external environment (including the physical and social environment). This presentation provides an overview of ways behavior science can contribute to the design of healthy environments that promote well-being of workers and consumers in human service industry.|
|Instruction Level: Basic|
|Target Audience: |
Leaders, managers, organizational members, and consumers in human service industry.
|Learning Objectives: At the conclusion of the presentation, participants will be able to: (1) describe the foundation (concepts, principles, methodology) underlying contingency analysis at the cultural level of selection; (2) discuss the behavior analytic account of implicit bias as related to emerging socio-cultural issues; (3) list behaviors and associated outcomes that align with a behavior analytic discussion of wellbeing.|
|RAMONA HOUMANFAR (University of Nevada, Reno)|
|Dr. Ramona A. Houmanfar is Professor of Psychology and the Director of the Behavior Analysis Program at the University of Nevada, Reno (UNR). She currently serves as the trustee of the Cambridge Center for Behavioral Studies, Chair of the Organizational Behavior Management Section of Cambridge Center for Behavioral Studies, and editorial board members of the Journal of Organizational Behavior Management, and Behavior & Social Issues. Dr. Houmanfar recently completed her seven-year term as the editor of Journal of Organizational Behavior Management. She has served as the former senior co-chair of the Association for Behavior Analysis International, Director of the Organizational Behavior Management Network and President of the Nevada Association for Behavior Analysis.
Dr. Houmanfar has published over seventy peer reviewed articles and chapters, delivered more than 100 presentations at regional, national, and international conferences in the areas of behavioral systems analysis, cultural behavior analysis, leadership in organizations, rule governance, communication networks, instructional design, and bilingual repertoire analysis and learning. Her expertise in behavioral systems analysis and cultural behavior analysis have also guided her research associated with implicit bias, cooperation, situational awareness, decision making, and value based governance. Dr. Houmanfar has published three co-edited books titled “Organizational Change” (Context Press), "Understanding Complexity in Organizations", and “Leadership & Cultural Change (Taylor & Francis Group).