Chapter 9: The Behavior Analyst and the Workplace (Guideline 6)

1. Chapter 9: The Behavior Analyst and the Workplace (Guideline 6) Eric Rozenblat, M.A., BCBA PS 561 Ethics and Professionalism in Applied Behavior Analysis April 21, 2010

2. Outline • Introduction • Guideline 6.0 • Guideline 6.01 • Guideline 6.02 • Guideline 6.03 • Guideline 6.04 • Guideline 6.05 • Guideline 6.06 • References

3. Introduction • Behavior analysts in business • Organizational Behavior Management (OBM) • Performance Management (PM) • Must be “adequately prepared” • Practicum and coursework • Make Money $$$$$$

4. Guideline 6.0 The behavior analyst adheres to job commitments, assesses employee interactions before intervention, works within his/her scope of training, develops interventions that benefit employees, and resolves conflicts within these Guidelines.

5. Job Commitments (6.01)-The behavior analyst adheres to job commitments made to the employing organization • Schedule a meeting with the boss and explain the situation that arose • Recommend someone for the position • Help the organization find a replacement for you • Offer to write task analyses • Help train a new person • Formulate a plan with the employer to complete jobs

6. Assessing Employee Interactions (6.02)-The behavior analyst assesses the behavior-environment interactions of the employees before designing behavior analytic programs • Stimulus control-demonstrated when the characteristic of a response, such as rate or future probability of occurrence, is altered concurrently with a change made in a particular property of an antecedent stimulus (Rilling, 1977). • Repairs in equipment • Safety concerns

7. Preparing for Consultation (6.03)-The behavior analyst implements or consults on behavior management programs for which the behavior analyst has been adequately prepared • Should you ethically take a position working for an organization in which you have no prior experience and/or you will not receive training? • What if something on the job arises that you have no prior experience with? • Get a consultant with prior experience

8. Employees Interventions (6.04)-The behavior analyst develops interventions that benefit the employees as well as management • Money $$$ • Employees • Interventions to increase profits and benefit employees

9. Employee Health and Well Being (6.05)-The behavior analyst develops interventions that enhance the health and well being of the employees • Should any intervention be implemented if it endangers the employees? • NO • Interventions should be carefully designed

10. Conflicts with Organizations (6.06)-If the demands of an organization with which behavior analysts are affiliated conflict with these Guidelines, behavior analysts clarify the nature of the conflict, make known their commitment to these Guidelines, and to the extent feasible, seek to resolve the conflict in way that permit the fullest adherence to these Guidelines.

11. References Bailey, J. S., & Burch, M. R. (2005). Ethics for behavior analysts: A practical guide to the behavior analyst certification board guidelines for responsible conduct. Mahwah, NJ: Lawrence Erlbaum. Rilling, M. (1977). Stimulus control and inhibitory processes. In W. K. Honig & J. E. R. Staddon (Eds.) Handbook of operant behavior (pp. 432-480). Englewood Cliffs, NJ: Prentice Hall.