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TOPIC BEHAVIORAL REINFORCEMENT (CONDITIONING )

TOPIC BEHAVIORAL REINFORCEMENT (CONDITIONING ). H uman behavior is shaped and programmed by its outcomes . Positive outcomes → future repetition Negative outcomes → future avoidance. Internal (self) reinforcement: dieting ; studying; spending, etc.

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TOPIC BEHAVIORAL REINFORCEMENT (CONDITIONING )

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  1. TOPIC BEHAVIORAL REINFORCEMENT (CONDITIONING)

  2. Human behavior is shaped and programmed by its outcomes.

  3. Positive outcomes → future repetition • Negative outcomes → future avoidance

  4. Internal (self) reinforcement: dieting; studying; spending, etc. • External reinforcement (others): relationships; rewards; attention

  5. Formal reinforcement: job descriptions; annual reviews; formal training • Informal: teamwork; co-worker comments; problem-solving & conflict reduction

  6. Reinforcement inconsistency makes for UNPREDICTABLE behavior.

  7. COUNTERPRODUCTIVE ORG REINFORCERS • Wage & hour pay (clock mentality > work closure) • Supervisors(work-related inconsistencies) • Meetings (inconsistent relevancy)

  8. Job descriptions (deter initiative & straitjacket contributions) • Departments (Us > We) • Budgets (control > empowerment)

  9. CONSCIOUS Conditioning of Employee Success

  10. Informal contributions description • “Management by walking around” (circulating in the workplace to watch for reinforcement opportunities) • “One Minute Management” (short & frequent reprimands or praise for sign cant workplace behaviors) • Positive > Negative reinforcement • Consistency

  11. + reinforcement is easy to use & can produce + results. Use a participative approach & FREQUENT + feedback.

  12. Create VARIETY in the reinforcement approach for positive electricity

  13. 2 ORGDRAMAS

  14. OD #1. How much reinforcement?

  15. Making an A on an exam you didn’t study much for (low--inconsistent) • Getting promoted because your boss likes you (low--unreliable) • Across-the-board pay increases (low--not earned) • Enjoying your job (high--consistent & controllable) • Taking a key client to lunch (?) • You’re one of seven people not laid off in your department (?)

  16. OD #2. CopyCat

  17. NATHAN & VANESSA NORVELL CopyCat, Grand Rapids, Michigan

  18. Hometown copier dealer experiences nagging customerservice problems: Customer complaints Escalating service costs Technician turnover

  19. Technicians sometimes take care of only some of the copier problems or client requests. Technicians skip over some of the scheduled client appointments.

  20. Technicians don’t always keep thorough records of services performed & occasionally lose service records. Technicians often exit the shop on service calls without adequate tools, supplies, or paperwork forms.

  21. Inefficient service calls “Nagging” at service techs and frustration Needless repeat service visits to clients

  22. Client dissatisfaction Lost clients Service tech turnover

  23. Nathan Norvell developed a check-off sheet for techs to fill out on service calls = behavior reinforcement

  24. Arrival time • Client input about the problem needing to be fixed • Diagnosis of the actual problem • Feedback/explanation from the client • Departure time • 24-hour follow-up call

  25. The techs were somewhat miffed that Norvell didn’t consult them in developing the check list, which overlooked several important details. But even the rough draft check-off list reinforced the techs to focus more on efficiency & smooth service follow-through.

  26. The Norvells thank the techs for their improvement of the check-off template (= 4 I AMs) & offer a potential pay bonus of $100 weekly for the next 2 months for continuing efficiency improvements.

  27. Positive reinforcement via the check-list + bonus pay coincided with a decline in customer complaints & lower mileage on the tech trucks. It also empowered techs to play a bigger role in operations control.

  28. Brandt, the lead technician, began to expand his operations responsibilities, freeing up Nathan to focus more on marketing. The company also developed several more + reinforcement check list approaches that further enhanced operations consistency & customer loyalty.

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