Finding a Meaningful Career Using Organizational Behavior Management.

Students, early career behavior analysts, and professionals who are retreading and interested in organizational behavior management (OBM) often seek guidance on potential career paths. In this article, we offer several factors to consider before pursuing a career related to OBM, including strategies to narrow interests, gain experience, and communicate those experiences to hiring organizations. Next, we outline potential career paths and give specific examples of job titles and duties. The job areas described are academia/research, operations, internal consulting, and external consulting. Finally, we discuss how OBM training is relevant to each area and other skills necessary to be competitive for those positions.

Ten Environmental Sustainability Initiatives for Implementation in Human-Service Organizations.

Climate change is happening at an escalating rate. Every organization, including human-service organizations, needs to determine how their policies and practices positively and negatively affect the environment and enact a plan for reducing their negative impacts. There is no targeted guidance for leaders of human-service organizations, like applied behavior analysis organizations, to reduce their negative impact on the environment. This article provides 10 initiatives human service organizations can implement toward this goal.

Breaks and productivity: An exploratory analysis.

The Fair Labor Standards Act suggests that short rest periods of 5-20 min may improve employee productivity, but there is limited experimental research on the topic. The current study compared productivity when breaks were not required (i.e., control session) compared with when breaks were programmed by the experimenter (i.e., experimental session). Sixteen undergraduate students completed two 2-hr sessions of a simulated check-processing task. Half of the participants were randomly assigned to receive the experimental session (5-min breaks every 20 min) first with the control session second, and the other half received the control first and the experimental session second. The results showed that 75% of participants completed more checks during the experimental session than during the control session and the difference was statistically significant. Most participants took more unprogrammed break time during control sessions compared with experimental sessions. Implications for future research and the value of work breaks are discussed.

A narrative review of ergonomic problems, principles, and potential solutions in surgical operations.

BACKGROUND: Ergonomic development and awareness are critical to the long-term health and well-being of surgeons. Work-related musculoskeletal disorders affect an overwhelming majority of surgeons, and various operative modalities (open, laparoscopic, and robotic surgery) differentially affect the musculoskeletal system. Previous reviews have addressed various aspects of surgical ergonomic history or methods of ergonomic assessment, but the purpose of this study is to synthesize ergonomic analysis by surgical modality while discussing future directions of the field based on current perioperative interventions. METHODS: pubmed was queried for "ergonomics," "work-related musculoskeletal disorders," and "surgery," which returned 124 results. From the 122 English-language papers, a further search was conducted via the articles' sources for relevant literature. RESULTS: Ninety-nine sources were ultimately included. Work-related musculoskeletal disorders culminate in detrimental effects ranging from chronic pain and paresthesias to reduced operative time and consideration for early retirement. Underreporting symptoms and a lack of awareness of proper ergonomic principles substantially hinder the widespread utilization of ergonomic techniques in the operating room, reducing the quality of life and career longevity. Therapeutic interventions exist at some institutions but require further research and development for necessary widespread implementation. CONCLUSION: Awareness of proper ergonomic principles and the detrimental effects of musculoskeletal disorders is the first step in protecting against this universal problem. Implementing ergonomic practices in the operating room is at a crossroads, and incorporating these principles into everyday life must be a priority for all surgeons.

An evaluation of the teach-back method for training new skills.

There are several effective training packages (e.g., behavioral skills training, video modeling, and self-instruction packages) available to train staff. Despite their efficacy, these training procedures require substantial time or preplanning and resources to create materials. Teach-back, an empirically validated method used in the healthcare setting to enhance communication between clinicians and patients, does not require any preplanning or materials. However, this method has yet to be investigated in the context of training and supervision. The purpose of this experiment was to evaluate the efficacy of teach-back in training participants to implement preference assessments and a token economy. The teach-back method improved procedural integrity to at least 88%, and the addition of vocal-verbal feedback resulted in all participants achieving 100% integrity in all skills. We discuss the implications of these findings.

Prospective application of the interdisciplinary bedside rounding checklist 'TEMP' is associated with reduced infections and length of hospital stay.

Protocols that enhance communication between nurses, physicians and patients have had a variable impact on the quality and safety of patient care. We combined standardised nursing and physician interdisciplinary bedside rounds with a mnemonic checklist to assure all key nursing care components were modified daily. The mnemonic TEMP allowed the rapid review of 11 elements. T stands for tubes assuring proper management of intravenous lines and foleys; E stands for eating, exercise, excretion and sleep encouraging a review of orders for diet, exercise, laxatives to assure regular bowel movements, and inquiry about sleep; M stands for monitoring reminding the team to review the need for telemetry and the frequency of vital sign monitoring as well as the need for daily blood tests; and P stands for pain and plans reminding the team to discuss pain medications and to review the management plan for the day with the patient and family. Faithful implementation eliminated central line-associated bloodstream infections and catheter-associated urinary tract infections and resulted in a statistically significant reduction in average hospital length of stay of 13.3 hours, one unit achieving a 23-hour reduction. Trends towards reduced 30-day readmissions (20% down to 10%-11%) were observed. One unit improved the percentage of patients who reported nurses and doctors always worked together as a team from a 56% baseline to 75%. However, the combining of both units failed to demonstrate statistically significant improvement. Psychologists well versed in implementing behavioural change were recruiting to improve adherence to our protocols. Following training physicians and nurses achieved adherence levels of over 70%. A high correlation (r2=0.69) between adherence and reductions in length of stay was observed emphasising the importance of rigorous training and monitoring of performance to bring about meaningful and reliable improvements in the efficiency and quality of patient care.

Increasing adherence to a standardized rounding procedure in two hospital in-patient units.

Standardized bedside rounds can improve communication and the quality of care for patients in hospitals. However, it can be challenging to change previously established provider practices to adhere to new procedures. This study evaluated 2 packaged interventions, derived from a modified Performance Diagnostic Checklist interview, to increase adherence to standardized rounding practices in 2 hospital units. Researchers observed physicians at a university hospital on rounds 2-3 times per week, and 2 phases of intervention were implemented to improve adherence. The interventions included task clarification, feedback, and weekly huddles. Compared to baseline, phases 1 and 2 of the intervention improved clinician adherence to the standardized bedside rounding checklist by 24.94% and 30.94% in unit 1 and 26.76% and 44.06% in unit 2, respectively. The standardized rounds did not require additional time following the intervention. These results indicate that physician adherence can be improved through behavioral interventions.

Varying reactions to feedback and their effects on observer accuracy and feedback omission.

The effectiveness of performance feedback depends on many factors, including accuracy and repeated delivery over time. Previous research has suggested that requiring the delivery of performance feedback may result in less accurate observations and feedback during subsequent observations. The current study evaluated whether different reactions (i.e., positive, neutral, or negative) to feedback would affect the accuracy of subsequent observations or the delivery of feedback. Forty-five participants were assigned to 1 of 3 reactions groups and they were instructed to observe and record the safety performance of a confederate during a baseline condition. Following 2 baseline sessions, participants were instructed to deliver feedback and the confederate reacted to the feedback according to the assigned condition for 4 sessions. Results provide evidence that positive reactions maintain observation accuracy and the provision of feedback, while both neutral and negative reactions decrease observation accuracy and result in frequent omission of feedback.

Reducing Response Effort to Improve Employee Preparedness in a Human Service Organization.

We examined the effectiveness of reducing response effort and an e-mail prompt for increasing preparedness of 17 therapists for a social skills group in a human services organization. We evaluated whether participants knew the correct lession and sport and whether they felt prepared for the session via a paper survey. The Performance Diagnostic Checklist-Human Services indicated deficiencies in all four domains. The most significant barriers were prompts and access to materials. Results showed that the reduced response effort to access materials and email prompt increased employee preparedness compared to the no e-mail condition.

Branching Out: Finding Success in New Areas of Practice.

In recent years, researchers and practitioners in behavior analysis have called for expanding the application of the science to new, socially relevant areas. The authors of this article work in the areas of applied animal behavior and organizational behavior management, and we are often asked for guidance and mentoring to help behavior analysts transition into our domains. Here, we offer actionable guidance for bridging the gap between behavior analysis graduate training and career paths that are not yet common for behavior analysts. Working in new practice areas involves a great deal of problem solving without much support. Thus, obtaining high-quality, in-depth training in behavior analysis is essential. We recommend building competence in a new area of practice by finding a mentor or community of practice and then seeking paid employment in that area as soon as possible. Finally, when one begins to work in a new area, it is essential to be realistic and humble. We offer practical advice for implementing each of these suggestions.

Behavioral strategies for reducing disease transmission in the workplace.

The coronavirus pandemic highlighted that workplaces may serve as a hub of disease transmission if proper precautions are not enacted. The Centers for Disease Control recommends several strategies for decreasing the spread of illnesses in the workplace, including a) promoting proper hand hygiene, b) cleaning and sanitizing the work area, c) encouraging sick employees to stay home, d) personal protective equipment, and, e) social distancing. Research suggests that instructions are often not sufficient to change work behaviors, and behavioral interventions may be needed. Thus, the present paper reviews existing research that informs the implementation of behavioral strategies to reduce the spread of disease in the workplace, and makes recommendations for organizations to protect employees, clients, and customers. Intervention components such as training, prompts, the reduction of response effort, clear workplace policies, feedback, and consequences are discussed, and practical recommendations and suggestions for future research are provided.

Using a guest- and confederate-delivered token economy to increase employee-guest interactions at a zoo.

The present study used a token economy to promote guest greetings by employees at a zoological facility. Guests and confederate guests delivered tokens to zoo employees for making eye contact from 10 ft (3.05 m) away and verbally greeting guests from 5 ft (1.52 m) away (called a 10-5 interaction) and the tokens were exchangeable for small prizes. An ABAB design was used to evaluate the intervention. Results showed increases of 35.3 and 45.0% in correct employee-guest interactions in each intervention phase compared to baseline, thus suggesting that a guest-delivered token economy is an effective way to improve guest greetings. Limitations of the current study and opportunities for future research are discussed.

Using a Behavioral Intervention to Improve Performance of a Women's College Lacrosse Team.

This study examined the use of prompting and an interdependent group negative reinforcement contingency to improve performance of 12 collegiate women's lacrosse players. The team coaches wanted players to "name passes," defined as saying the name of a player who should catch the ball at least 1 s before the catch. The intervention was evaluated using an A-B-A-B design, and results indicated that prompting and negative reinforcement (removing sprints at the end of practice for desired performance) were successful for improving names on passes. Players rated the intervention as acceptable, but only 7 out of 12 thought it should continue to be used in future practices.

The Gender Pay Gap for Behavior Analysis Faculty.

We examined publicly available faculty salaries for men and women faculty members at 16 university programs accredited by the Association for Behavior Analysis International (ABAI). Overall, 52.4% of the 103 faculty members were women, although there were twice as many men as women at the full-professor level. Our data suggest that ABAI-accredited training programs pay women less than men at all academic levels. Both in absolute terms and relative to the wage gap reported in other areas of psychology, the difference in mean wages for women and men in our sample was substantial. The mean salaries of men were 13%, 6%, and 15% greater than those of women at the assistant-, associate-, and full-professor levels, respectively. At all levels, the highest salary reported was earned by a man, and the lowest salary was earned by a woman. This is an embarrassment for our discipline. It is time for a change, and we behavior analysts have the tools to make change happen. Let us put those tools to good use.

Key Lessons from the Teaching-Family Model for Organizational Behavior Management: A Commentary on Fixsen and Blasé.

Organizational Behavior Management (OBM) has widely demonstrated its utility for improving performance in organizations. Yet, OBM researchers and practitioners have called for developing more comprehensive and systemic approaches for creating long-term improvements and improving marketability. A successful program in ABA, called the Teaching-Family Model, may provide useful ideas for OBM. Lessons from the development of the Teaching-Family Model suggest that OBM may benefit from further research on the components of OBM programs to clarify those that are essential, identifying strategies to engage and coach leaders and sustain the program, and creating a supportive system to establish and maintain high fidelity use of the programs as they are scaled and disseminated. Ideas for next steps and future research are discussed.

Increasing customer service behaviors using manager-delivered task clarification and social praise.

This project assessed an intervention to improve employee customer service behaviors (correct greetings and closing behaviors). A combination of task clarification and manager-delivered social praise resulted in increased correct greeting from 11.5% to 66% and correct closing from 8% to 70%. The effect was maintained at a 48-week follow-up for employees who were present during the initial study period, but not for more recently hired employees. The results suggest that task clarification combined with manager-delivered social praise is an effective way to improve employee customer service behaviors.

The effects of workstation changes and behavioral interventions on safe typing postures in an office.

The purpose of the present study was to determine the effectiveness of an ergonomic and behavioral safety intervention for improving participants' safe typing postures in a library office setting. A single-subject multiple baseline design across five participants was employed to evaluate the effects of the four independent variables (workstation adjustment, equipment trial (rollermouse mouse alternative), peer observations, and graphic feedback). Six participant postures were observed repeatedly while participants worked at their workstations throughout the study. Each of the interventions resulted in improvements in safety for more than one posture compared to the previous phase. Results of the study indicate that a comprehensive ergonomic program that includes a workstation adjustment and a behavioral safety approach may be helpful to produce maximum improvements in employees' safe ergonomic postures.

The effects of prompting and feedback on drivers' stopping at stop signs.

Complete stops at a high-traffic intersection on the campus of a public university were increased with a prompting and consequence intervention. Data were collected at two opposing stop signs (Stop A and Stop B); however, the intervention was implemented only at Stop A. During the intervention, a volunteer stood next to Stop A holding a poster that read, "Please Stop--I Care," with "Thank You For Stopping" on the reverse side. The poster was held by the volunteer so that drivers approaching Stop A could read the sign. Drivers approaching Stop B could see the volunteer but could not read the sign. When vehicles approaching Stop A made a complete stop, the volunteer flashed the "thank you" side of the poster to the driver. The strategy was evaluated using a multielement design. The intervention increased stops completed at Stop A from a baseline average of 13% to an intervention average of 52%. Stop B also showed improved stopping, from a baseline average of 6% to an intervention average of 28%. Data showed no relation between complete stops made and the drivers' use of turn signals and safety belts.

Using task clarification, graphic feedback, and verbal feedback to increase closing-task completion in a privately owned restaurant.

An informant functional assessment was used to evaluate closing-task completion by servers and dishwashers at a restaurant. Based on the functional assessment results, an intervention consisting of task clarification, posted graphic feedback, and verbal feedback was implemented and evaluated with a multiple baseline design across two groups of employees. Results showed an increase of 15% and 38% in task completion for the two groups.