behaviour analysis bym

8/12/2019 Behaviour Analysis BYM

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Behavior Analysis/Performance Management

November 16, 2000

Black Belt Training

Bruce Miyashita


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Performance Management

Systematic approach vscommon sense

Data oriented

An approach to working withpeople


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ABC Model

Source: Aubrey Daniels & Associates

A B CAntecedents --

set t ing the

stage

Behaviour --

performance

Consequences

reinforcer/punisher


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The Four Consequences

Positive reinforcement (P): We get whatwe want

Negative reinforcement: We work to

stop or avoid something

Punishment: We get what we DONTwant

Extinction: We dont get what we want

B CBehaviour ConsequencesConsequencesthat increasebehaviour

Consequencesthat decreasebehaviour


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Discretionary vs Compliance

Performance Levels

Compliance/bareminimumperformance

Negative

reinforcement

Positive

reinforcement

Discretionaryperformance


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Voice of the Performer

What is positive and negative is inthe eye of the person who receives it.

Positive reinforcement is anyconsequence that folows a behaviour and

increases its frequency in the future


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P.I.C.

Posit ive

Negative

Immediate

Future

Certain

Uncertain


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ABC Analysis

Undesirable behaviorNot wearing seat belts

Antecedents

Think they dont work

In a hurry

Cant reach easily

Just going on a short trip

Accident has never

happened to me

Consequences

Death

Injury

Get a ticket

Saves time

Easier

Freedom to move

in seat

Wont be

trapped by belt

Clothes wont get

wrinkled by belt

P/N I/F C/U

N F U

N F U

N F U

P I C

P I C

P I C

P I C

P I C


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ABC Analysis

Desirable behaviorBuckling Up Seat Belt

Antecedents

Saw accident

Saw police

Got a ticket

Passenger asked to put iton

Consequences

Less change of

dying

Less chance of

injury

Took more time

to get started

Restricted

movement

Wrinkled

clothes

Felt uncomfortable

P/N I/F C/U

P F U

P F U

N I C

N I C

N I C

N I C


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Pinpointing

Specific, detailed

results you want Then describe the

specific behaviours

Measurable Observable

Active behaviours (e.g.wearing safety goggles) orvisible results (e.g. defectlevels)

Not an interpretation or anopinion (e.g. attitude,

morale) Reliable

No measurement systemerror; set scale (e.g. notcleanest)

Controllable Under control of the

performer Active

Pinpoint what you want, not

what you dont want

M.O.R.C.A.


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Feedback

Feedback is an antecedent to the next performance Also need to positively reinforce Immediate, not time lag Individual (vs group)

Individual feedback privately Use graphs

Run charts Control charts

Feedback is information about

performance that allows anindividual to adjust his or herperformance


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Problem Solving Model

Pinpoint (results, behaviors) Define Measure

Feedback Analyze

Reinforce Improve Evaluate Control


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AB Design

5 15 25 35 45

40

50

60

70

Observation

C4

Number of runs about median:

Expected number of runs:

Longest run about median:

Approx P-Value for Clustering:

Approx P-Value for Mixtures:

Number of runs up or dow n:

Expected number of runs:

Longest run up or down:

Approx P-Value for Trends:

Approx P-Value for Oscillation:

8.0000

22.4884

18.0000

0.0000

1.0000

27.0000

28.3333

3.0000

0.3111

0.6889

Run Chart for C4

Intervention

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