1) HomeLife provides residential care for individuals with disabilities but was facing fines when staff failed to fully complete required data sheets.
2) An intervention was designed to provide incentives for staff and home managers to fully complete data sheets using a performance management system with contingencies.
3) The intervention was successful in increasing data sheet completion from around 65% at baseline to 100% during most weeks it was implemented. Additional modifications helped sustain results long term.
How to Create a Positive and Profitable Call Center CultureKnowlagent
A positive call center environment is critical to a company’s success or failure in the eyes of its customers and its bottom line. Knowing how to leverage call center talent to create a positive atmosphere will ultimately increase agent productivity and performance.
This document discusses the Greentrac software which helps organizations reduce their energy waste from personal computers (PCs). It does this through features like enforcing power management policies, tracking individual and group energy efficiency scores, and sending subtle messages to encourage more efficient behaviors. The software is easy to deploy, delivers guaranteed savings of $35-$120 per PC per year, and typically pays for itself within 9 months. It allows for flexible policies that address different user needs.
Hurricane Preparedness and Disaster Recovery_michellgrp10
This document discusses the importance of disaster recovery planning and continuity planning for businesses. It notes that 40% of companies without plans go out of business within 6 weeks of a disaster. Proper planning should address technical, personnel, process and documentation aspects to enable a business to continue operating if key infrastructure or employees are impacted. The document recommends taking a phased approach to develop comprehensive plans and periodically test and update them.
- Check your policy for exclusions like flood damage and rising water
- Weigh up the costs of increased insurance vs the risks your business faces
- Avoid underinsuring by properly valuing all business assets
- Consider premium funding to pay insurance costs in monthly installments
- Investigate business interruption insurance to cover lost revenue during disruptions
The document discusses the importance of data collection for care management programs and outlines the Camden Coalition of Healthcare Providers' process for collecting and using data. Some key points:
1. CCHP collects data at multiple touchpoints during a patient's enrollment and over time to evaluate outcomes like stabilizing patients, coordinating care, improving health, and reducing costs.
2. Data is collected through tools like risk stratification tools, intake forms, client tracking forms, and surveys administered during enrollment, home visits, graduation, and follow-ups.
3. Collected data is compiled into reports and discussed to evaluate the program, identify areas for improvement, and determine if patients have met graduation criteria.
The document discusses technical support packages offered by MD Practice Solutions for doctors' offices. It describes both standard and professional support options that allow offices to focus on patients rather than IT issues. The standard package provides phone/remote and on-site support at hourly rates, while the professional package adds proactive monitoring, hardware assessments, and monthly recurring fees to cover all IT infrastructure support. Both aim to guide clients to optimal performance and protection of their computer equipment and networks.
The presentation discusses the future of supply chain management. It argues that current supply chain processes are flawed in that they are designed for machines but use humans, assume more information always leads to better decisions, rely on batch processing, and feature isolated data exchange between partners. The presentation proposes designing processes that recognize human cognitive limitations, focus on information-centric rather than human-centric processes, enable real-time response, and facilitate integrated planning across partners through virtual marketplaces. Adopting these approaches could significantly improve metrics like profitability, utilization, sales and customer ratings.
The document discusses increasing data completion rates at group homes run by HomeLife, Inc. Completing data sheets is important because funding agencies use the data to assess services, and errors can result in fines of up to $300 per day. Natural contingencies did not improve completion rates. The intervention introduced training, a buddy system, and monetary bonuses for staff and managers for meeting completion targets to incentivize improved performance. Hypothetically, this led to higher completion rates and social validity due to engagement. Removing the manager bonus reduced effectiveness, showing incentives were important to motivate behavior change.
How to Create a Positive and Profitable Call Center CultureKnowlagent
A positive call center environment is critical to a company’s success or failure in the eyes of its customers and its bottom line. Knowing how to leverage call center talent to create a positive atmosphere will ultimately increase agent productivity and performance.
This document discusses the Greentrac software which helps organizations reduce their energy waste from personal computers (PCs). It does this through features like enforcing power management policies, tracking individual and group energy efficiency scores, and sending subtle messages to encourage more efficient behaviors. The software is easy to deploy, delivers guaranteed savings of $35-$120 per PC per year, and typically pays for itself within 9 months. It allows for flexible policies that address different user needs.
Hurricane Preparedness and Disaster Recovery_michellgrp10
This document discusses the importance of disaster recovery planning and continuity planning for businesses. It notes that 40% of companies without plans go out of business within 6 weeks of a disaster. Proper planning should address technical, personnel, process and documentation aspects to enable a business to continue operating if key infrastructure or employees are impacted. The document recommends taking a phased approach to develop comprehensive plans and periodically test and update them.
- Check your policy for exclusions like flood damage and rising water
- Weigh up the costs of increased insurance vs the risks your business faces
- Avoid underinsuring by properly valuing all business assets
- Consider premium funding to pay insurance costs in monthly installments
- Investigate business interruption insurance to cover lost revenue during disruptions
The document discusses the importance of data collection for care management programs and outlines the Camden Coalition of Healthcare Providers' process for collecting and using data. Some key points:
1. CCHP collects data at multiple touchpoints during a patient's enrollment and over time to evaluate outcomes like stabilizing patients, coordinating care, improving health, and reducing costs.
2. Data is collected through tools like risk stratification tools, intake forms, client tracking forms, and surveys administered during enrollment, home visits, graduation, and follow-ups.
3. Collected data is compiled into reports and discussed to evaluate the program, identify areas for improvement, and determine if patients have met graduation criteria.
The document discusses technical support packages offered by MD Practice Solutions for doctors' offices. It describes both standard and professional support options that allow offices to focus on patients rather than IT issues. The standard package provides phone/remote and on-site support at hourly rates, while the professional package adds proactive monitoring, hardware assessments, and monthly recurring fees to cover all IT infrastructure support. Both aim to guide clients to optimal performance and protection of their computer equipment and networks.
The presentation discusses the future of supply chain management. It argues that current supply chain processes are flawed in that they are designed for machines but use humans, assume more information always leads to better decisions, rely on batch processing, and feature isolated data exchange between partners. The presentation proposes designing processes that recognize human cognitive limitations, focus on information-centric rather than human-centric processes, enable real-time response, and facilitate integrated planning across partners through virtual marketplaces. Adopting these approaches could significantly improve metrics like profitability, utilization, sales and customer ratings.
The document discusses increasing data completion rates at group homes run by HomeLife, Inc. Completing data sheets is important because funding agencies use the data to assess services, and errors can result in fines of up to $300 per day. Natural contingencies did not improve completion rates. The intervention introduced training, a buddy system, and monetary bonuses for staff and managers for meeting completion targets to incentivize improved performance. Hypothetically, this led to higher completion rates and social validity due to engagement. Removing the manager bonus reduced effectiveness, showing incentives were important to motivate behavior change.
Data is only useful when it is effectively turned into information, which is then used by people to take action. An example of profitable and measurable ROI is shown by MD Anderson's use of a dashboard to act upon data generated by their call center to increase patient conversion.
With all of the world-class functionality in PeopleSoft many organizations use largely manual processes with their PeopleSoft applications. SmartERP covers the fiscal and common sense drivers and benefits to be gained from automating PeopleSoft processes. Topics range across HCM and Financials/Supply Chain pillars covering automation in employee onboarding/offboarding, electronic forms, advanced workflow approvals, vendor onboarding, Procure-to-Pay processes, and Security/Compliance.
This document discusses incentive programs and summarizes the Snowfly incentive management program. Some key points:
1) Snowfly's program uses games and a points/token system to immediately reward employees for desired behaviors and goals, separating incentives from regular payroll.
2) Studies show incentive programs are most effective when they are less than 2% of an employee's base pay and reward specific, measurable behaviors that align with business goals.
3) Snowfly's program is designed to be easy to implement and manage, improving key performance indicators by an average of 20% while reducing the administrative workload of traditional incentive programs.
This document discusses how various contact center technologies, such as workforce management software, help desks, automatic call distributors, interactive voice response systems, predictive dialers, and email management systems, can provide useful data to optimize contact center performance. It provides examples of real-time and historical data available from each technology that contact center managers and agents can use to monitor key performance indicators, identify issues, and improve customer service levels and agent productivity. Overall, the document advocates that leveraging technology and analytics is key to achieving the goals of high customer service and low operating costs for contact centers.
This document discusses the benefits of a managed IT services model compared to a traditional reactive model. A managed services approach involves outsourcing day-to-day IT management to a strategic partner through a monthly fee. This proactive approach increases system uptime and staff productivity while reducing security risks, compliance issues, downtime costs and the need for emergency IT assistance compared to the traditional reactive break/fix model.
Spectrum Analytics & ROI White PaperDavid Nelson
This document discusses how contact centers can use technology and analytics to optimize performance. It describes how workforce management software can streamline scheduling tasks and improve agent performance through real-time access to schedules. Help desk statistics such as tickets opened, closed, response times, and backlogs provide goals and feedback to help desks and agents. When tied to compensation or ratings, these metrics become highly actionable for agents and managers to focus on customer service and issue resolution. Overall, leveraging technology to access and monitor key performance data in real-time allows contact centers to make quality operational decisions.
This is a powerpoint on a presentation for how to achieve savings within the current economc climate.
Some of them (EI, CPP, R&D) apply to the Canadian situation.
The bad guys are trying to steal your information! It seems there is another story on the news every day about large security breaches and the potential exposure of private, personal data. During this hour, Sleuthing Trainees will learn what the fraudsters are looking for, how they are gaining access to it and which employee populations are most at risk. This course, as well as the fortitude of the Sleuthing Graduates, have the potential to prevent millions in future payroll fraud losses.
This document summarizes a presentation on using analytics for better decision making at nonprofit organizations. The presentation discusses how nonprofits currently use some basic analytics like budgets and dashboards but have untapped potential to use data more extensively. It identifies common challenges to data utilization as collecting quality data, lacking expertise, technology and prioritizing time and money for analytics. The presentation provides examples of how benchmarking reveals data gaps and inconsistencies between systems. It emphasizes the value of tracking program and outcome data and client information.
This document discusses strategies for improving clinical trial site performance through quantifying site metrics and providing feedback. It recommends generating site-specific performance reports using data from the IVRS, calculating metrics like screening and enrollment rates. These reports should be shared with sites via email on a regular basis to start evidence-based conversations about performance. It also suggests using a web-based platform to provide ongoing feedback through features like leaderboards, awards, and educational resources in order to build relationships with sites and motivate improved performance. While data is important, it's also critical to understand the human factors influencing performance and support sites in addressing challenges.
Take Control of Your Fixed Assets ProcessNet at Work
This webinar discusses the risks of using spreadsheets to manage fixed assets and depreciation. It presents Sage Fixed Assets as a solution to eliminate these risks. Sage Fixed Assets integrates with Sage ERP systems to automate the fixed asset management process, including asset creation, depreciation calculation, and general ledger posting. This provides a complete solution and avoids errors common in manual spreadsheet-based processes. The webinar also covers best practices for other areas of fixed asset management like physical inventory, planning, and placing assets in service.
Sage Fixed Assets Accounting for Sage 100Net at Work
This webinar discusses Sage Fixed Assets software. It provides an overview of the key features and benefits of the software, including improved data integrity, fraud prevention, audit preparation, and compliance. The webinar reviews different versions of the software, reports, and additional modules for asset tracking and planning. Presenters are available to answer questions from webinar participants.
Synerion (formerly TimeTECH) provides Workforce Management/Time & Attendance systems that can help the hospitality industry reduce costs while improving service.
A white paper on the hard and soft costs for organizations that do not have a personal finance education program in place for employees.
written by:
Heather Davis Richards
Should I Be Conducting Background Checks on Existing Employees?Mike McCarty
Is your screening program a "one-and-done" during the onboarding process? Do you have employees that have never had a background check? Or only had a limited background check? This webinar discusses the importance on an ongoing screening program, workplace violence and the legal concepts of negligent hiring and retention.
Given at Axial HQ for the New York chapter of Venwise, this talk details how Axial approaches building products predictably through a combination of focus, objectives, prioritization and forecasting. We call it stack.
Check out more of what we're building over at: axialcorps.com
Fostering Efficiency and Flexibility in Your Psychology Practicepsychoed
The 2013 Ontario Association of Psychological Associates (OAPA) workshop and an expanded version of the 2013 Canadian Psychological Association (CPA) workshop on streamlining logistics in psychology practices.
The workshop takes you through administration, electronic records, treatment assessment planning, testing, scoring and interpretation, and reporting with an eye towards increasing your clinical time and decreasing busy work.
Technological innovations and other ideas are explored that can cut your workload in half while increasing client time and income.
The workshops is of use to psychologists, psychological associates, and anyone in the psychometric assessment fields.
This document is an application for an advanced practicum. It requests information from the applicant such as their name, the semester they are enrolled in PSY 357, the child they have worked with, and which semester they are interested in for the advanced practicum. It outlines the requirements of attending Woodsedge 10 hours a week, attending meetings with supervisors, and assisting case coordinators. The second page is for a supervisor evaluation that rates the applicant's skills and provides comments on their performance working with children, accepting feedback, interactions with staff, and a recommendation for the advanced practicum.
The document outlines the six steps of behavioral systems analysis:
1) Analyze the natural contingencies currently impacting the target behavior.
2) Specify clear and measurable performance objectives.
3) Design an intervention to establish more effective contingencies.
4) Implement the planned intervention.
5) Evaluate the effects of the intervention on behavior and desired outcomes.
6) Recycle through the steps as needed until objectives are achieved.
Data is only useful when it is effectively turned into information, which is then used by people to take action. An example of profitable and measurable ROI is shown by MD Anderson's use of a dashboard to act upon data generated by their call center to increase patient conversion.
With all of the world-class functionality in PeopleSoft many organizations use largely manual processes with their PeopleSoft applications. SmartERP covers the fiscal and common sense drivers and benefits to be gained from automating PeopleSoft processes. Topics range across HCM and Financials/Supply Chain pillars covering automation in employee onboarding/offboarding, electronic forms, advanced workflow approvals, vendor onboarding, Procure-to-Pay processes, and Security/Compliance.
This document discusses incentive programs and summarizes the Snowfly incentive management program. Some key points:
1) Snowfly's program uses games and a points/token system to immediately reward employees for desired behaviors and goals, separating incentives from regular payroll.
2) Studies show incentive programs are most effective when they are less than 2% of an employee's base pay and reward specific, measurable behaviors that align with business goals.
3) Snowfly's program is designed to be easy to implement and manage, improving key performance indicators by an average of 20% while reducing the administrative workload of traditional incentive programs.
This document discusses how various contact center technologies, such as workforce management software, help desks, automatic call distributors, interactive voice response systems, predictive dialers, and email management systems, can provide useful data to optimize contact center performance. It provides examples of real-time and historical data available from each technology that contact center managers and agents can use to monitor key performance indicators, identify issues, and improve customer service levels and agent productivity. Overall, the document advocates that leveraging technology and analytics is key to achieving the goals of high customer service and low operating costs for contact centers.
This document discusses the benefits of a managed IT services model compared to a traditional reactive model. A managed services approach involves outsourcing day-to-day IT management to a strategic partner through a monthly fee. This proactive approach increases system uptime and staff productivity while reducing security risks, compliance issues, downtime costs and the need for emergency IT assistance compared to the traditional reactive break/fix model.
Spectrum Analytics & ROI White PaperDavid Nelson
This document discusses how contact centers can use technology and analytics to optimize performance. It describes how workforce management software can streamline scheduling tasks and improve agent performance through real-time access to schedules. Help desk statistics such as tickets opened, closed, response times, and backlogs provide goals and feedback to help desks and agents. When tied to compensation or ratings, these metrics become highly actionable for agents and managers to focus on customer service and issue resolution. Overall, leveraging technology to access and monitor key performance data in real-time allows contact centers to make quality operational decisions.
This is a powerpoint on a presentation for how to achieve savings within the current economc climate.
Some of them (EI, CPP, R&D) apply to the Canadian situation.
The bad guys are trying to steal your information! It seems there is another story on the news every day about large security breaches and the potential exposure of private, personal data. During this hour, Sleuthing Trainees will learn what the fraudsters are looking for, how they are gaining access to it and which employee populations are most at risk. This course, as well as the fortitude of the Sleuthing Graduates, have the potential to prevent millions in future payroll fraud losses.
This document summarizes a presentation on using analytics for better decision making at nonprofit organizations. The presentation discusses how nonprofits currently use some basic analytics like budgets and dashboards but have untapped potential to use data more extensively. It identifies common challenges to data utilization as collecting quality data, lacking expertise, technology and prioritizing time and money for analytics. The presentation provides examples of how benchmarking reveals data gaps and inconsistencies between systems. It emphasizes the value of tracking program and outcome data and client information.
This document discusses strategies for improving clinical trial site performance through quantifying site metrics and providing feedback. It recommends generating site-specific performance reports using data from the IVRS, calculating metrics like screening and enrollment rates. These reports should be shared with sites via email on a regular basis to start evidence-based conversations about performance. It also suggests using a web-based platform to provide ongoing feedback through features like leaderboards, awards, and educational resources in order to build relationships with sites and motivate improved performance. While data is important, it's also critical to understand the human factors influencing performance and support sites in addressing challenges.
Take Control of Your Fixed Assets ProcessNet at Work
This webinar discusses the risks of using spreadsheets to manage fixed assets and depreciation. It presents Sage Fixed Assets as a solution to eliminate these risks. Sage Fixed Assets integrates with Sage ERP systems to automate the fixed asset management process, including asset creation, depreciation calculation, and general ledger posting. This provides a complete solution and avoids errors common in manual spreadsheet-based processes. The webinar also covers best practices for other areas of fixed asset management like physical inventory, planning, and placing assets in service.
Sage Fixed Assets Accounting for Sage 100Net at Work
This webinar discusses Sage Fixed Assets software. It provides an overview of the key features and benefits of the software, including improved data integrity, fraud prevention, audit preparation, and compliance. The webinar reviews different versions of the software, reports, and additional modules for asset tracking and planning. Presenters are available to answer questions from webinar participants.
Synerion (formerly TimeTECH) provides Workforce Management/Time & Attendance systems that can help the hospitality industry reduce costs while improving service.
A white paper on the hard and soft costs for organizations that do not have a personal finance education program in place for employees.
written by:
Heather Davis Richards
Should I Be Conducting Background Checks on Existing Employees?Mike McCarty
Is your screening program a "one-and-done" during the onboarding process? Do you have employees that have never had a background check? Or only had a limited background check? This webinar discusses the importance on an ongoing screening program, workplace violence and the legal concepts of negligent hiring and retention.
Given at Axial HQ for the New York chapter of Venwise, this talk details how Axial approaches building products predictably through a combination of focus, objectives, prioritization and forecasting. We call it stack.
Check out more of what we're building over at: axialcorps.com
Fostering Efficiency and Flexibility in Your Psychology Practicepsychoed
The 2013 Ontario Association of Psychological Associates (OAPA) workshop and an expanded version of the 2013 Canadian Psychological Association (CPA) workshop on streamlining logistics in psychology practices.
The workshop takes you through administration, electronic records, treatment assessment planning, testing, scoring and interpretation, and reporting with an eye towards increasing your clinical time and decreasing busy work.
Technological innovations and other ideas are explored that can cut your workload in half while increasing client time and income.
The workshops is of use to psychologists, psychological associates, and anyone in the psychometric assessment fields.
This document is an application for an advanced practicum. It requests information from the applicant such as their name, the semester they are enrolled in PSY 357, the child they have worked with, and which semester they are interested in for the advanced practicum. It outlines the requirements of attending Woodsedge 10 hours a week, attending meetings with supervisors, and assisting case coordinators. The second page is for a supervisor evaluation that rates the applicant's skills and provides comments on their performance working with children, accepting feedback, interactions with staff, and a recommendation for the advanced practicum.
The document outlines the six steps of behavioral systems analysis:
1) Analyze the natural contingencies currently impacting the target behavior.
2) Specify clear and measurable performance objectives.
3) Design an intervention to establish more effective contingencies.
4) Implement the planned intervention.
5) Evaluate the effects of the intervention on behavior and desired outcomes.
6) Recycle through the steps as needed until objectives are achieved.
This document outlines a performance contract between a performer and performance manager. The contract aims to increase or decrease a specific behavior through establishing immediate and ultimate goals, as well as implementing an effective competing contingency and monitoring benefit measures over time through graphing. Revisions to the contract can be noted.
This document appears to be an assignment for a psychology course on behavior analysis. It includes sections for describing a target behavior, competing contingencies, a self-management intervention, graphs of the target behavior and benefit measures over baseline and intervention phases, and spaces for the student's results, comments, and any questions. The student is asked to fill in details about their particular applied behavior analysis project.
This document is a review form for a GDSD Workshow. It provides spaces for a name, TA initials, and sections to evaluate two presentations by providing feedback on the content, delivery, and areas for improvement for each.
This document appears to be a flow chart or process diagram for manufacturing and distributing sunglasses. It shows the stages of production, purchasing raw materials, manufacturing the sunglasses, and then distributing the finished products for sale and any unsold inventory. The document contains blanks for details but outlines the key stages in the sunglasses supply chain process.
The document provides an overview of goal-directed systems design (GDSD) for designing an ideal structure of organizational goals using a behavioral systems analytic approach. It discusses key concepts like defining organizations as systems with inputs, processes, and outputs. Several practice activities are included to help identify the input, process, and output components of different behavioral systems like hospitals, bookstores, and amusement parks.
1. The document discusses the need for a theoretical contingency to explain why an indirect-acting performance management (PM) contingency is effective in controlling behavior.
2. It provides an example of a waiter, Paul, who will receive a $5 bonus from his manager if his sales meet a 25% target for appetizers and drinks. This PM contingency is indirect-acting so a direct-acting theoretical contingency is needed.
3. The theoretical contingency examples show that it must be direct-acting, observable or inferred, and linked to the PM contingency, not the natural contingency, to properly explain why the indirect PM contingency controls behavior.
The document provides a series of prompts and questions about contingencies and the three-contingency model. It asks the reader to identify whether examples provided are natural or performance management contingencies. It provides feedback on the reader's responses, clarifying the correct answers and explanations.
This contingency aims to decrease Tony's aggressive behavior by withholding a reward. Specifically:
1) Previously, Tony would get a token within 30 minutes. Now, if Tony hits the nurse within 30 minutes, he will not get a token.
2) The nurse implemented this contingency to decrease Tony's aggressive behavior by making it less likely he will receive a reward (token) if he engages in the behavior.
3) This contingency is an "analog to punishment" contingency since the goal is to decrease behavior and it withholds a reward after a delay of over 60 seconds.
The document describes Julie's swimming ability and how it improves slightly with each hard practice. This is a natural contingency that existed prior to any performance management. However, the improvement in ability is infinitesimal, making the contingency ineffective. The contingency is natural but ineffective due to the small outcome size.
The Two-Factor Theory of Avoidance states that:
1) A warning stimulus becomes a learned aversive stimulus through pairing with the original aversive stimulus.
2) The avoidance response is reinforced by the termination of the warning stimulus, not by avoiding the original aversive stimulus.
3) People are avoiding the stimulus associated with the aversive situation, not the aversive situation itself.
1. This document contains a series of questions to test different types of contingencies used in performance management.
2. The questions assess whether a contingency is effective at controlling behavior, planned to manage performance, and analogs to avoidance or punishment.
3. Additional criteria examined include whether responses are the same across contingencies, if outcomes are delayed or probabilities specified, and if theoretical contingencies are direct-acting or inferred.
The 3-Contingency Model of Performance Management Checklist provides criteria for evaluating applications of the 3-contingency model. It contains tests to determine if:
1) The response is the same in all three contingencies.
2) The change in outcome size and probability is large enough to control behavior for the performance management and theoretical contingencies.
3) The theoretical contingency is only used when the performance management contingency is indirect-acting.
The document appears to be a collection of transparency slides related to behavior analysis concepts. The slides cover topics like differential reinforcement, reinforcement and punishment, discrimination training, escape and avoidance conditioning, and performance management models. Many of the slides include diagrams or tables illustrating behavioral principles and terminology.
The document outlines several tests to determine if a behavior meets the criteria of operant conditioning: the Deadman Test checks if a behavior requires a living organism, the Causality Test evaluates if a response causes an outcome, and the 60” Test examines if responses and outcomes occur within 60 seconds of each other.
This document contains four review quizzes summarizing key terms from an Elementary Principles of Behavior textbook. The quizzes cover 20 terms each from various chapters, relating to concepts like reinforcement, punishment, schedules of reinforcement, conditioning, rule-governed behavior, and research methodology. In total, 80 terms are defined over the four quizzes to help students prepare for an exam on the material.
This document provides a checklist to help analyze and summarize contingency diagrams. It includes 10 questions to test key elements of the contingency, such as specifying the behavior, stimuli, and outcomes. The questions help determine if the diagram properly depicts a reinforcement, punishment, or prevention contingency. Completing the checklist ensures the contingency diagram accurately portrays the relationship between a response and its consequences.
This document provides a checklist for evaluating applications of the output-process-input model and goal specification form. The checklist outlines key elements to define like outputs, inputs, goals, processes, resources and standards. It also provides rules for outlining systems using this model, focusing on defining the final output, identifying input resources and labeling production, distribution and research processes.
1. The document contains a review quiz for concepts in positive behavior analysis with 14 multiple choice questions.
2. It covers topics like reinforcement, behavior, extinction, punishment, shaping, and motivating operations.
3. The questions are meant to test understanding of key principles and procedures used in behavior analysis.
2. Introduction
HomeLife is a company based out of Battle Creak, Michigan. They focus on providing
residential treatment for individuals labeled with leaning disabilities, individuals with traumatic
brain injury, or those needing extra assistance with living and care.
Problem
Often, individuals placed into homes owned by HomeLife are done so by a court-order. The
individual’s home county (ie. Kalamazoo County) is responsible for maintaining their placement
in the home, and for paying HomeLife for providing services. Every 3 months, each home is
evaluated by these community mental health (CMH) programs, to ensure that HomeLife is doing
its job by providing proper care to their constituents. CMH uses data collection as their primary
proof for care, and whenever data is not collected, CMH does not pay HomeLife for that day of
service, costing the company hundreds of dollars for each instance they do not collect data.
Six Steps to Behavior Systems Analysis
Step #1: Analyze the Natural Contingencies
The ineffective natural contingency (a contingency that does not control behavior) of collecting
data does not control the behavior of staff, because the outcome is too small to control behavior.
By filling out one data sheet, they have only collected a few more data points. The natural
competing punishment contingency for filling out data takes away from time to engage in much
more preferred activities, such as playing cards with a resident.
Ineffective Natural Contingency
Given amount of data Fill out one sheet of Slightly more data
collected data collected
Natural Competing Contingency
Given amount of time
Less time to play Uno
to play Uno with Fill out one data sheet
with resident
resident
Staff often engage in other behaviors (a muscular, glandular, or neuro-electrical activity), such
as reading the news paper, talking with each other, or playing cards with the residents. Filling
out data sheets does not occur as much as it should, because it takes away from these other
preferred activities.
Step #2: Specify the Performance Objectives
3. The HomeLife administration would like staff to fill out data sheets 100% every time, in
order to avoid costly errors associated with incomplete data sheets. In order for this to occur, we
must intervene on the process of filling out data sheets. Instead of just receiving training at the
New Employee Orientation provided by the company, each staff will receive 10 minutes of
training, each week, on how to fill out data sheets at their specific home (since the data sheets at
the home don’t necessarily resemble those used to train employees). Staff who completely fill
out all of their data sheets will be eligible for a drawing to receive a $5.00 bonus at the end of
each week.
Normally, Home Managers do not look at the data until they are within one week of a
CMH review. During the intervention, Home Managers will spend 10 minutes each day looking
over the data from the day before. For every CMH review where the home is not fined, the
Home Manager will receive a $100 bonus for their efforts. This is much, much less than the
fines imposed for failing to submit complete data sheets.
Input-process-output
(Data sheets 100%) [Output]
Implementing performance management contingencies for filling out data sheets
[Process]
(Data sheets not 100%) [Input]
The input-process-output model (above) gives a general overview of how a specific
subsystem functions. The input (data sheets not 100%) is the main resource of that specific
subsystem. The process (implementing performance management contingencies for filling out
data sheets) is what the main resources undergo for the desired output to be achieved. The
output (data sheets 100%) is the ultimate goal of that specific system.
Below, the goal specification form is an in-depth description of the input-process-output
model. The output is specified in terms of quality, quantity, timeliness, and cost, for both current
and ideal situations. The process also indicates current and ideal conditions for the intervention;
the front line workers and managers are listed below in terms of their contingencies, position,
equipment, and procedures. The cost of the intervention is also listed. The input, at the bottom
of the form, is the main resource needed for the process.
4. Goal Specification Form
Subsystem # 45,435
Output
Data sheets 100%
Current Ideal
Standards
Quality 85% of data completed 100% of data completed
Quantity 65% of employees 100% of employees
Timeliness After end of shift Before end of shift
- $360/three months
- 10 minutes/week for each
N/A direct-care staff
- 60 minutes/week for home
Cost manager
Process Training and supervising completion
Production: X Distribution: R&D:
Front line Current Ideal Cost of Intervention
Personnel Direct-care staff Dirct-care staff N/A
General training at On the job training at
10 minutes/week
Procedures Homelife training facility assigned home
Equipment Paper, pens Paper, pens N/A
Weekly drawing for bonus
None of $5.00 for 100% $5.00/week
Contingencies completion
Management Current Ideal Cost of Intervention
Home manager Home manager N/A
Personnel
General training at Look over previous day’s
10 minutes/day
Procedure Homelife training facility data before end of shift
Equipment Paper, pens Paper, pens N/A
$100 bonus for every
Fines by Community Community Mental Health
$100 every three months
Mental Health offices evaluation with no errors in
Contingencies data sheets
Input Data sheets not 100%
5. Step #3: Design an Intervention
The following model illustrates the Three Contingency Model of Performance
Management for the staff who complete data sheets. The natural contingency (a contingency
that exists prior to performance management, and was not designed by a performance manager to
control behavior) for filling out data sheets is ineffective because the outcome is too small,
though cumulative in significance. So we’ve designed a performance management
contingency (a contingency that does not exist in nature, and is designed by a performance
manager to control behavior) that is designed to increase performance, making it an analog to
avoidance (the response contingent prevention of the loss of a reinforcer) contingency that
involves a deadline. It is an analog to the avoidance of loss because the outcome follows the
response by more than 60 seconds.
Each week, staff are eligible for a $5.00 bonus for filling out their data sheets 100%.
Since the outcome of the bonus is delayed, we use the inferred, direct acting theoretical
contingency (an inferred, direct acting contingency that explains the effectiveness of the indirect
acting, performance management contingency), which is an escape contingency (the response
contingency removal of an aversive condition that results in an increased frequency of a
response), to explain the effectiveness of the indirect acting performance management
contingency.
Three Contingency Model of Performance Management
Ineffective Natural Contingency
Given amount of data Complete data sheets Slightly more data
completed 100% completed
Performance Management Contingency SD: Before end of shift
Will not lose
Will lose opportunity Complete data sheets
opportunity for $5.00
for $5.00 bonus at the 100%
bonus at the end of the
end of the week
week
Inferred Theoretical Contingency
Fear of losing the No fear of losing the
Complete data sheets
opportunity for $5.00 opportunity for $5.00
100%
bonus at the end of the bonus at the end of the
week week
6. Step #4: Implement the Intervention
The following intervention will be implemented as soon as possible. When staff will out their
data sheets 100%, Home Managers will receive a $100 bonus for accurate data collection. By
supervising accurate data collection, HomeLife will not be fined by Kalamazoo Community
Mental Health. And by maintaining quality group home programs, Kalamazoo CMH will not
lose the opportunity for more government funding.
The cultural change model demonstrates that in order to manage or change the
behaviors of members of a culture, you must manager or change the behaviors of all levels
within that culture.
Cultural Change Model
Direct-care Staff’s Contingency
Complete data sheets
Will lose opportunity Will not lose opportunity
100%
for $5.00 bonus for $5.00 bonus
Home Manager’s Contingency
Will lose opportunity Double-check data Will not lose opportunity
for $100 bonus sheet completion for $100 bonus
HomeLife’s Contingency
Apply performance
Will be fined by management Will not be fined by
Kalamazoo Community contingencies to home Kalamazoo Community
Mental Health managers and direct- Mental Health
care staff
Kalamazoo Community Mental
Health’s Contingency
Apply performance
Will lose opportunity management Will not lose opportunity
for government funding contingencies to group for government funding
homes
7. Step #5: Evaluate the Intervention
Baseline Percentage of Data Completed
Intervention
100
90
80
70
Percentage Complete
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9
Week
The intervention was successful. During baseline (the phase in the experiment where data is
collected in absense of the intervention), data was only completed about 65% of the time.
However, during the intervention, data was completed 100% of the time during most weeks.
Step #6: Recycle through previous steps until you achieve your objectives
Although the intervention worked well, the Home Manager slowly stopped monitoring the
performance of the staff members. An additional contingency was added by HomeLife
management. Every week, an administrator made a surprise visit to the home, and if data were
not collected 100%, the Home Manager would receive a negative mark on their monthly review.
This modification worked like a charm.
Conclusion
It is very expensive to maintain a quality group home. With the addition of performance
management contingencies to help staff and Home Managers avoid unnecessary fines, HomeLife
8. can provide quality care for residents without having to worry about their budget being cut for
unnecessary mistakes.