SOCSCI 2UA3 Lecture Notes - Lecture 3: Applied Behavior Analysis, Absenteeism, Human Resources
2 Oct 2018
School
Department
Course
Professor
Applied Behaviour Analysis
September 20, 2018
Chapters 3 & 4
Chapter 3 – Preparing An Environment Supportive Of Behaviour Change
Clients and Setting
• Those receiving the intervention or treatment
• It is important to determine changes that can be made within the environment
Organization Policies
• Determine purpose, mission, financial, physical, human resources
• Operation and personnel, priorities, power struggles, concerns and gripes, formal and
informal strengths and weaknesses
• Absenteeism, low rates of productivity, etc.
Role
• Determine which parties will influence or impede change
• Examine contingencies of reinforcement (consequences that support and resist change)
and how they might be adjusted to meet the goal you are trying to achieve
Why analyze operating systems?
• May need to adjust and support to allow for positive programming
• Dedicated to promote and sustain constructive approach
Key People
• Dedicating sufficient time and effort relating to and incorporating the circle of care
• E.g., families within treatment
Resources
• Physical
• Material
• Human resources
• Values, concerns and habit patterns of stakeholders
• Support needs (e.g. staffing, materials, organization, family or individual)
Behavioural Objectives
• Determining each stakeholders input and goals
• Determine supports and challenges
• E.g. parents providing goals for them, assist with identifying suitable goals
Analyze function of contingencies
• Determining if lack of skills (skill acquisition)
• Determining reinforcing contingencies for occurrence or non-occurrence
Document Summary
Chapter 3 preparing an environment supportive of behaviour change. Clients and setting: those receiving the intervention or treatment. It is important to determine changes that can be made within the environment. Organization policies: determine purpose, mission, financial, physical, human resources, operation and personnel, priorities, power struggles, concerns and gripes, formal and informal strengths and weaknesses, absenteeism, low rates of productivity, etc. Role: determine which parties will influence or impede change, examine contingencies of reinforcement (consequences that support and resist change) and how they might be adjusted to meet the goal you are trying to achieve. Why analyze operating systems: may need to adjust and support to allow for positive programming, dedicated to promote and sustain constructive approach. Key people: dedicating sufficient time and effort relating to and incorporating the circle of care, e. g. , families within treatment. Resources: physical, material, human resources, values, concerns and habit patterns of stakeholders, support needs (e. g. staffing, materials, organization, family or individual)
