Stemming the tide ofgreenwashEd Gillespie of Futerrade.docx

Stemming the tide of
'greenwash'
Ed Gillespie of Futerra
defines 'greenwash'and
shows how the apparent
'greening' of the market
could have adverse effects
on the environment
In recent years the marketplace for consumer
goods and services has become ostensibly
'greener', as manubcturers and providers target
consumers by promoting their environmental
credentials. Ed Gillespie argues that this market
change has been accompanied by the use of
'greenwash' - advertising or marketing that is
misleading to consumers with regards to the eco-
logical impact of the products they buy - and con-
dudes that in the long term this may have a
negative impact on public engagement with
wider environmental issues.
The world has gone green, at least superficially. Itseems we
cannot turn a comer without beinglambasted by the 'eco'
credentials of yet another
product or service scrabbling to portray itself as another
small step to saving the planet, 'Green consumerism is
the answer!' is a message we are being sold repeatedly.
But is the truth so simple? In many cases, the 'greening'
of the marketplace is worryingly little more than a
hastily applied thin veneer of dubious substance. We
have all seen and most of us have bought environmental

products, fairly traded, co-operativeiy produced organic
coffee or environmentally benign washing detergents,
but since when did airlines and oil companies trumpet
their supposed eco-credentials and get away with it?
Welcome to the age of 'greenwash.''
But what actually is greenwash and how can we
define it? The Oxford English Dictionary tells us that
greenwash is 'disinformation disseminated by an organ-
isation, etc, so as to present an environmentally respon-
sible public image; a public image of environmental
responsibility promulgated by or for an organisation, etc,
but perceived as being unfounded or intentionally mis-
leading.'^ But perhaps a more informal interpretation
might be 'advertising or marketing that misleads the
public by stressing the supposed environmental creden-
tials of a person, company or product when these are
unsubstantiated orirrelevant.'
Greenwash is nothing new. Veteran environmentalist
David Bellamy first used the term over 2 0 years ago and
it was in the early 1 9 9 0 s that use of the word 'green-
wash' took off. It was relatively unsophisticated back
then, using crude juxtapositions of 'eco' imagery such as
frolicking dolphins or lush, Utopian jungle-scapes to
imply a product's environmental 'friendliness' (itself a
now taboo description of sustainability due to its wilful-
ly vague meaninglessness). Looking back these efforts
appear extremely dated, though it is also worth noting
that one of the first reports on greenwash. by
Greenpeace USA back in 1 9 9 2 , highlighted a petro-
chemical company (who shall remain, for the sake of
legal reasons, anonymous), whose advertising implied
that using the waste of one industrial refinement process
as fuel for another was an 'important recycling initia-
tive.'^ Roll on the clock 16 years and another major

hydrocarbon business has just been castigated for the
very same trick, depicting flowers floating up from
chimney stacks under the well-known slogan 'Don't
throw anything away, there is no away'. Their claim was
that the carbon emissions from their refinery were being
used to grow blooms, the only issue being it was a
minuscule fraction of the emitted carbon dioxide that
was being captured and used this way.
The danger of greenwash
The danger of greenwash now is that the consumer
landscape is very different to that of the early 1 9 9 0 s .
We have moved on dramatically from the 'ozone-deple-
tion' days of CFCs and aerosols. Environ m entalism has
become mainstream and there is a slow, gradual awak-
ening to a sense that the challenge is no longer about
just selecting one eco-product over another less sus-
tainable one. but actually about overall levels of con-
sumption. However, this is a slow process and there is a
reason why greenwash is being slapped liberally about
by corporate marketers right now. It is because as
consumers, we have started to change our buying
behaviours.
As advertisers have scrutinised their market data
they have seen the steady growth of a more conscious
consumerism and latched onto the fact that in many
ways this is a premium market. The warhorse of ethical
consumption, the organic food movement, has doubled
its sales since 2 0 0 0 , It is currently enjoying growth of
2 5 per cent"* per year and projections for the organic
market as a whole predict it will be worth £ 2 billion^ a
year by 2 0 1 0 , In 2 0 0 7 Waitrose recorded that sales of
organic and fairly traded goods had leapt by 8 0 per cent
and 7 2 per cent respectively.^ a huge leap from an

already fugh bencfimark.
Even in the current credit crunch amid wobbles of
consumer uncertainty, sales of organic and fairly traded
products appear to be holding their ovm and bucking the
downward trends. Analysts attribute this to the notion
that buyers are focusing their spending on what really
matters to them in perhaps an increasingly values rather
than solely value driven market. Indeed many environ-
mentally sustainable actions are also cost-effective. 'The
MAY/JtJN 2 0 0 8 • VOLUME 1 8 • NUMBER 3 CONSUMER
POUCY REVIEW 7 9
STEMMING THE TTOE OF GREENWASH'
green penny is dropping with consumers that they can
not only save the planet, but also save money at the
same time,' says The Climate Group's European Head of
Media Tom Howard-Vyse.'
Ethical consumerism
Ethical consumerism is a growth business and the
strength of the "green pound' is growing, which is why
marketers have become very interested in trying to
attract it. Ethical spending has rocketed in the UK. up 8 1
per cent^ since 2 0 0 2 . and the majority of us have
bought some form of discretionary ethical purchase
whether it is a box of free range eggs, something with a
high recycled content (such as toilet roll) or a fairly
traded bar of chocolate. The value of this market, con-
servatively estimated at around £29.1 billion^, is still
relatively modest but it is growing and looks likely to be
sustained even in more difficult economic times. Green is

no longer a niche market.
We are not just buying more 'green' however, we are
also raising, quite rightly, our expectations of the
responsibility of businesses in this context. Evidence
shows that most of us strongly believe that companies
should be doing the right thing to improve the sodal and
environmental impacts of their products and services.
Eighty-three per cent'" of the public claim to at least
think about a company's green reputation when shop-
ping, even though the harsh reality of choice-overload
in the supermarket aisle may tell a slightly different story
of how we actually shop. The combination of greener
consumer purchasing behaviours and desire to see more
corporate responsibility has created a boomtown
'greenrush towards ethical and green advertising.
The rise of 'green' advertising
In 2 0 0 3 just £ 4 4 8 . 0 0 0 of advertising spend included
thewords 'CO2'. 'carbon', 'environmental', "emissions' or
'recycle'. By 2 0 0 6 this had increased nearly 40-fold
to £17 million." This was not just the Body Shop's
advertising budget either, the big spenders included
mainstream businesses such as Marks and Spencer and
others like Exxon Mobil. The perfect storm of consumer
confusion thus begins to form: you want to buy green,
you expect companies to be green and as a result they
just cannot quite resist the temptation to tell you that
they are. often, unfortunately, without good reason
or justification for doing so. This is greenwash in the
21st century.
Figure 1 : The 10 signs of greenwash
1 . Fluffy language

Words or terms with no clear
meaning, eg 'eco-friendly'
2. Green products v dirty
company
Such as efficient light bulbs made
in a fectory which pollutes rivers

me
3. Suggestive pictures
Green images that indicate a (unjustified) green
impact, eg flowers blooming from exhaust pipes
C 4 . Irrelevant claims
Emphasising one tiny green attribute
when everything else is un-green
5. Best in class?
Declaring you are slightly greener than the
rest, even if the rest are pretty terrible
6. Just not credible
'Eco-friendly' cigarettes
anyone? 'Greening'
a dangerous product
doesn't make it safe
7. Gobbledygook
jargon and information
that only a scientist could
check or understand

8. Imaginary friends
A 'label' that looks like third-
party endorsement...except
it's made up
9. No proof
It could be right, but
where's the evidence?
1 0 . Outright lying
Totally fabricated claims
or data
8 0 CONSUMER POLICY REVIEW MAY/JUN 2 0 0 8 •
VOLUME 1 8 • NUMBER 3
ÇTEMMING THETTOE OF 'GREENWASH'
The 1 0 signs of greenwash can be seen in Figure 1. If
consumers, who in one way. shape or form are reliant on
advertising and corporate messaging for a lot of their
information about a product, are becoming cynical that
a lot of it is just 'window dressing', then this has poten-
tially profound implications for the whole nascent green
business case. Greenwash is essentially undermining
consumer confidence in advertising and as a result only
10 per cent of consumers trust green information from
business or government,'^ Green marketing is increas-
ingly being seen as just another of the 'dark arts' being
used to sell more products. Consumers are therefore
starting to question green claims and exercise green
purchasing powers more reluctantly as they no longer
know who to believe.'-'The real worry is that the 'virtu-
ous circle' of companies producing and promoting green

products, consumers actively choosing them over others
and businesses therefore striving to become genuinely
greener is at real risk of breaking down. Greenwash
could sabotage the whole environmental movement
within business.
The more widespread problem lies not in deliberate
attempts to mislead consumers, but in ignorance and
sloppiness on the part of manufacturers, together with
a failure to understand the complexities of the sustain-
ability agenda and a subsequent mangling of facts,
figures and visual imagery.
Guidance and sanctions
Guidance for responsible companies does exist: the UK
government published a non-binding guide called the
'Green Claims Code''" in 1 9 9 8 that provided advice on
how to properly represent one's position. This comple-
mented the Advertising Standards Agency's (ASA) own
'Environmental Claims'''' clause that dates back to
1 9 9 5 . However, for the ASA to take action on a green
claim still requires someone to raise a formal complaint.
Around 10 per cent'^ of claims are from corporate com-
petitors generating 'tit for tat" battles between compa-
nies attempting to out-green one another and rubbish
the others' claims. A recent example of this includes a
spat where Easyjet lodged a complaint with the ASA
over a Virgin Trains advertisement. Virgin had claimed a
train journey emits 7 5 percent less carbon dioxide than
a similar trip by air. This complaint was rejected by the
ASA. Only a matter of weeks previously Easyjet had
been found guilty by the ASA for misleading claims
about the environmental benefits of its new aircraft fleet.
One might imagine that the threat of forced cam-
paign withdrawal, with all the associated costs and loss

of pre-purchased advertising slots and space, would
keep companies on their toes in regard to greenwash.
Alas, this does not seem to be the case and the number
of upheld complaints on environmental claims to the
ASA has doubled between 2 0 0 5 and 2 0 0 7 .
Interestingly though, the number of specific complaints
submitted (hut not necessarily upheld) has also risen
sharply in the last year suggesting that whilst greenwash
is also on the rise so too perhaps is the scrutiny it is
receiving.
So who are the worst offenders? Perhaps unsurpris-
ingly, the most notorious sectors are the utilities ( energy
and water companies) and car companies. Transport is a
real growth sector with both motoring and holiday and
travel companies being increasingly held to account for
green claims in 2 0 0 7 . Their offences are around'truth-
fulness', 'substantiation' and 'environmental claims' with
'misleading' being a new error of transgression replac-
ing the merely 'inaccurate'. Whilst these interpretations
could be accused of being a little subjective it is dear that
there is a problem with the understanding of the rules of
honest, green claims by advertisers and marketers.
Therein lies the crux of the problem and the inherent
danger that accompanies it.
But why is an advert making bold statements about
the supposed environmental credentials of a gas-guz-
zling SLTV (Sports Utility Vehicle) more irritating to cam-
paigners than those for more blatantly unsustainable
products? Disposable nappies, cheap flights and obesity
related fast food are all arguably worse, yet are promot-
ed pertectly legally to our collective detriment. Should
we be aiming our guns at these mainstream culprits and
not just the naughty niche products and their window

dressing? Well yes, but this should be in addition to
tackling the more corrosive effect greenwash is having
on the whole green business case. TTie market is
pushing green because we are buying it. If we get cynical
as a result of greenwash and stop, then the market will
likely revert to type and green will retreat back to its
modestly proportioned share of the pie and its early
adopter consumer base. There is a perverse irony in
greenwash potentially destroying the very market it
hoped to service.
Recent consumer surveys on both sides of the
Atlantic compound this concern. Nine out of ten of UK
consumers are sceptical about green claims from
Government or business, half of us do not know what to
believe and 8 0 per cent want to see claims backed up by
verifiable proof.'̂ The situation is similar in the USA as
seven in ten Americans either 'strongly' or 'somewhat'
agree that 'green' is essentially a marketing tactic and
therefore not to be trusted. Tragically the ongoing
greening and sustainable transformation of the
economy depends on the demand for genuinely green
products and services, but greenwash is leading con-
sumers to mistrust all green claims no matter how well
justified they may be.
The future for greenwash
So how is the industry responding? What are the
advertising and marketing agencies currently in the line
of fire doing to brush up their act? In a survey of the top
ten London based agencies Futerra found some intrigu-
ing results. While eight had sustainability or environ-
mental policies, covering a range of internal house-
keeping issues from energy consumption to transport.
MAY/IUN 2 0 0 8 • VOLUME 1 8 • NUMBER 3 CONSUMER

POUCY REVIEW 8 1
STEMMING THE TIDE OF GREENWASH'
few had plans to extend these to cover their client work
or they way they advertise. Bringing to mind the envi-
ronmental manager of a large aerospace company who
boasted of the ' 1 0 0 per cent recyclability' of their new
fighter jet, this is somewhat missing the point of tackling
the real impact.
It is fair to say that advertisers are caught in a bit of
a prisoner's dilemma. Agencies are obliged to sell
a product on its 'differentiation' factor - the attribute
that gives it a unique position in the marketplace. In
the words of one agency's Managing Director, 'If a
car company has invented the world's first hybrid super-
car - which might still be very polluting - then as an
agency, we could not turn to the client and tell them to
sell it on the free sat-nav instead of the environment.'
Agencies are thus torn between client expectations.
their ability to aid the environment and their capacity to
create greenwash.
Those who host advertisements do not escape
responsibility here either. Futerra contacted 19 national
newspapers, 15 of the best-selling magazines, and four
of the UK's leading commercial broadcasters, who
between them account for £6.77 billion of advertising
space each year Of these, only three had heard of the
term 'greenwash. This commercial broadcaster and a
couple of broadsheet newspapers were lone voices in a
wilderness of greenwash ignorance.'^ As with advertis-
ing agencies many of the media outlets were concerned

and taking action on their own environmental impacts,
but were failing to tackle arguably their higgest impact:
their potentially malign advertising influence. Many
publications said they could not foresee a time when
advertisements making misjudged green claims would
be turned away, with one Ad Sales Manager saying. To
be frank, what needs to happen is that the general public
begins to understand that some ads are environmental-
ly obscene - but let's face it, for the moment environ-
mental concern is certainly not on a par with depiction
of violence or nudity. ' ' ̂
So how can we start to stem the tide? There are some
simple things that both companies wishing to promote
products and their agencies can do. Firstly companies
should choose products they wish to promote on their
green credentials with care, be aware of the context and
ensure their marketers remain grounded. The best way
to promote a green product is to design a green product
through innovation, rather than retrospectively bolt a
'green' tag onto something just because it is the least
damaging in its class. The substance of a green claim
should be checked both internally witJi CSR or sustain-
ability experts and externally with critical friends from
campaigning organisations. Finally third party objective
endorsement or a recognised and respected trademark
on the product will help cement consumer trust.
From an agency perspective the challenge is arguably
even simpler They need to develop specific policies
in-house on greenwash and train their account man-
agers and créatives on the potential pitfalls and how
to avoid them. Like companies, agencies could benefit
from some honest feedback from external campaigners
and thirdly they should go public about their commit-

ments - sending a powerful message to the wider
market that they're overtly trying to weed the green-
wash ñ"om their activities.
By addressing the problem of greenwash from the
client, agency and advertising standards perspectives we
might hope to see a fairer, clearer context for genuine
green products in a competitive market. But the future is
also presenting other difficulties such as the greenwash-
ing of largely unregulated web-based marketing. The
good news is that the growth of the green market may
even outpace the growth of greenwash itself, transform-
ing the way we consume and quite probably making us
all a little bit happier in the process. On current trends of
green consumption in the UK alone the 'green pound'
could be worth £ 5 3 . 7 6 billion by 2 0 1 3 and a rather
respectable £ 1 8 0 billion by 2022.^°
This scale of shift will have enormous, mainly posi-
tive ramifications for the whole supply chain and might
help us feel a little better about ourselves and our con-
sumption patterns in the longer term. Less is most defi-
nitely more and that goes for the amount of stuff we
each get through and misleading advertising. Here's to
the swift demise of greenwash.
8 2 CONSUMER POUCY EÏEVIEW MAY/ItJN 2 0 0 8 •
VOLUME 1 8 • NUMBER 3
STEMAiîNG THE TTOE OF 'GREENWASH'
REFERENCES
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121 Concise Oxford English Dictíonary
(10th Edition. 1999}
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laccessed 3 June 20081
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(Co-operative Bank. Manchester:
2007).plO<http:/'www,good
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_consumer_report_2007,pdf>
laccessed 2 lune 20081
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[ 6 | Guardian Unlimited. 'John Lewis
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(71 PRWeek. 'Can green survive a bleak

economy?', 22 May 2 0 0 8 .
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ANALYSIS-green-survive-bleak-
economy/> ¡accessed 3 |une 20081
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report_20O7,pdf> laccessed 2
June 20081
1101 The Guardian, 'The rise and rise of
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2 June 20081
MAY/JUN 2008 • VOLUME 18 • NUMBER 3 CONSUMER
POUCY REVIEW 83
Entry Ticket:
What are you most nervous or unsure about with your first job
as a behavior analyst?
This Weeks Agenda: Studies
Ethics for Behavior Analyst:
Chapter 7: 81-108
Chapter 10: 141-152
Optional Reading
See Updates and Handouts attached Article
Performance Diagnostic Checklist
Multimedia
ABA Case Study Portfolio: Marcus
Launch the ABA Terminology Game
U10a1: Assessment, Intervention Support, and Related Systems
DUE: Friday, March 16th, 2017

Requires you to pull together the work you did for the
assignments in units 2, 4, 6, and 8.
Discuss any suggestions that I may have contributed along the
way.
3-6 pages
5-10 scholarly resources
Define target behaviors and prioritize interventions.
Create outcome criteria.
Apply measurement, data display, and data-based decision
making skills in order to make changes in Bx.
Describe assessment and intervention in appropriate language.
Evaluate key ABA concepts, principles, and methods to analyze
and change target behaviors.
Select function-based interventions.
U10a1- Suggested Headings
Target Behavior and Operational Definition
Also include why its socially significant and outcome criteria in
this section
Measurement & Visual Display
Research
Intervention
This Weeks Agenda: u10d1
Conduct research and summarize an article that supports ways
to increase employee performance using behavioral principles
and techniques.
How could you implement these strategies in your professional
setting to increase quality of work from your employees?
This Weeks Agenda: u10d2
How will the information in the PowerPoint presentation prove

applicable to your work as a behavior analyst?
How did this general discussion help broaden your
understanding of the unit's objectives?
Be sure to support your reflection and observations with
scholarly references, where applicable.
The Behavior Analysts’ Responsibility to Client
Ethical Code Element 2.0
2.0 – The behavior analyst has a responsibility to operate in the
best interest of clients.
2.01- Accepting Clients
Accept clients only when you have the proper background
and/or supervision
2.02 Responsibility
Have a responsibility to all affected by services
Identify the person whose priorities are first
2.03 Consultation
Behavior analysts arrange for consultation or referral when
needed or appropriate
2.04 – 3rd Party Involvement in Services
When recruited by 3rd party, relationship services should be
clearly defined
2.05 – Rights and Prerogatives of Clients
Respect rights
Inform clients of rights and how to complain
2.06 – Maintaining Confidentiality
Do not share confidential info

2.07 - Maintaining Records
Maintain accordance with state law
2.08 - Disclosures
Behavior Analysts do not disclose confidential info unless
mandated by law
2.09 – Treatment/Intervention Efficacy
Recommends the most scientifically supported treatment
procedures
2.10 – Documenting Professional Work and Research
Document work in order to facilitate provision of services later
2.11 – Records and Data
Does so in accordance with federal and state laws
2.12 – Contracts, Fees, and Financial Arrangements
Discuss costs for services , as early as possible
2.13 – Accuracy in Billing Reports
Accurately report the nature of the research or services
provided, fees charges, where, and provider identity, findings,
and descriptive data
2.14 – Referrals and Fees
Behavior analyst must not receive or provide money, gifts, or
other enticements for any professional referrals. Referrals
should include multiple options and be based on objective
determination of the client need.
2.15 – Interrupting or Discontinuing Services
Behavior analyst make reasonable efforts to plan for facilitating
care in the event that behavior analytic services are interrupted
by factors such a BCBA illness, impending death,
unavailability, or relocation or by the client’s relocation or

financial limitation
The Behavior Analysts as Supervisors
5.0 Behavior Analysts as Supervisors.
When behavior analysts are functioning as supervisors, they
must take full responsibility for all facets of this undertaking.
5.01 Supervisory Competence.
Behavior analysts supervise only within their areas of defined
competence.
5.02 Supervisory Volume.
Behavior analysts take on only a volume of supervisory activity
that is commensurate with their ability to be effective.
5.03 Supervisory Delegation.
a) Behavior analysts delegate to their supervisees only those
responsibilities that such persons can reasonably be expected to
perform competently, ethically, and safely.
b) If the supervisee does not have the skills necessary to
perform competently, ethically, and safely,behavior analysts
provide conditions for the acquisition of those skills.
5.04 Designing Effective Supervision and Training.
Behavior analysts ensure that supervision and trainings are
behavior-analytic in content, effectively and ethically designed,
and meet the requirements for licensure, certification, or other
defined goals.

5.05 Communication of Supervision Conditions.
Behavior analysts provide a clear written description of the
purpose, requirements, and evaluation criteria of supervision
prior to the onset of the supervision.
5.06 Providing Feedback to Supervisees.
a) Behavior analysts design feedback and reinforcement systems
in a way that improves supervisee performance.
b) Behavior analysts provide documented, timely feedback
regarding the performance of a supervisee on an ongoing basis
5.07 Evaluating the Effects of Supervision.
Behavior analysts design systems for obtaining ongoing
evaluation of their own supervision activities.
Discussion Scenario
What are the ethics related to ending behavioral services
because you have not been paid in several months? This
happens frequently in my district. I started working with one
client in October. It is now March and I have never received a
check. I have called the support coordinator, and she just says
sometimes the system is slow. Everyone in our district thinks
we have an ethical obligation to provide services, so we can’t
terminate clients over lack of payment. Somewhere, on
someone’s desk, I am guessing our behavior analysis invoices
are piling up. Our clients have a “right to treatment” do we
have a right to be paid?
Discussion Scenario
Dr. S was a BCBA-D who worked for a company that owned
seven group homes. Dr. S was responsible for the behavior
programming of all of the clients in the group homes but he had
a BCaBAs and RBTs to help him. Dr. S. was also responsible

for arranging or providing training for all staff members who
were BCBAs or BCaBAs. Dr. S.’s supervisor, the company
president, wanted to make sure all staff had their CEUs needed
for recertification. She instructed Dr. S. to provide some CEU
trainings. Because he was so overloaded with work, Dr. S.
arranged for his assistants to do the daylong workshop instead.
Increasing Employee Performance
Lets take a poll-
Does your employer use behavior analytic principles to increase
employee productivity?
A. Yes
B. No
Article Review
The Use of the Performance Diagnostic Checklist to Guide
Intervention Selection in an Independently Owned Coffee Shop
Ralph N. Pampino, Jr.
Paul W. Heering
David A. Wilder
Carolyn G. Barton
Liberty M. Burson
Article Review
Please access the article located under Updates and Handouts
Article Review- PDC
Austin, Carr, and Agnew, 1999 discuss three possible reasons
for the lack of assessments in OBM-

“The suceess of many OBM interventions despite their relative
inattention to measurement of maintaining variables.
The problem of measurement for behavior analyst, in that much
of organizational behavior is rule-governed and many main
stream (non-behavioral) approaches to organizational problem
analysis and diagnosis involve the use of questionnaires
The fact that OBM practitioners are generally interested in
increasing, rather than decreasing the frequency of behavior.”
Article Review- PDC
Functional assessment refers to methods use to identify
variables maintaining behavior.
Functional assessments have been used with success in clinical
areas of behavior analysis
Maintaining variables are rarely assessed or reported in
Organizational Behavior Management (OBM) literature.
Why?
Article Review- PDC
This does not mean proper assessment should not be used in
OBM, just means it should be utilized in a different format.
Recently, a formal functional assessment tool has been
developed to use in an organizational setting.
The Performance Diagnostic Checklist (PDC) is designed to
identify areas in need of improvement or intervention within an
organization!
Performance Diagnostic Checklist-
4 main areas of focus
Antecedents
Equipment & Processes
Knowledge & Skills
Consequences

ASR 1
Which of the following is NOT one of the four main areas
assessed in the Performance Diagnostic Checklist?
Consequences
Behavior
Antecedent
Knowledge & Skills
ASR 1
Which of the following is NOT one of the four main areas
assessed in the Performance Diagnostic Checklist?
Consequences
Behavior
Antecedent
Knowledge & Skills
Performance Diagnostic Checklist
These 4 main areas were constructed through interviews-
Austin (1996) interviewed professionals working as
management consultants
He presented the consultants with scenarios consisting of
organizational problems.
Asked the consultants to think aloud when trying to assess the
problem and then recorded the most common questions asked by
the consultants.
Disclaimer-
It is important to note that although the PDC was systematically

designed using the knowledge of many successful management
consultants, there have been few studies to exam its
effectiveness.
The purpose of this study is to evaluate the utility of the PDC as
an assessment tool to design interventions to increase tasks for
an independently owned coffee shop.
Methods- Discussion
Please share with me what the methods were for this study!
Methods
Setting
Independently owned coffee shop in a mid-size city in Western
United States
Store consisted of an outdoor patio, a main floor, an upstairs
lounge area (all areas were all accessible to customers).
Shop offered a variety of hot and cold beverages and small food
items.
Shop supported local artists by showcasing their poetry and
artwork.
Primary responsibility of the employees= Customer Service
Secondary responsibility= restocking commonly used items (e.g.
lids, cups) and cleaning the store (e.g. sweeping and mopping).
Participants
The owner of the coffee shop
Assumed a dual role in the business by also performing as an
employee
Four employees
All 5 participants were responsible for completing daily tasks.
Dependent Variable & Data Collection- Discussion
Please reference the PDC article and share with me the 2
different task groups that were divided when they organized the

95 item closing tasks.
Dependent Variable & Data Collection- Discussion
Task group 1- Consisted of stocking duties related to
appearance of the store
i.e. stocking commonly used items, organizing furniture in the
customer area, etc.
Task group 2- Consisted of cleaning duties related to
maintenance of the store
i.e. sweeping/mopping the floor, wiping/cleaning equipment
Data was collected daily on the percentage of closing tasks
completed
Data were collected by the experimenters the following day
before the shop opened.
Independent Variable- Discussion
The independent variable consisted of task clarification,
training in and use of a 95-item checklist, and a lottery system.
How did the participating employees earn a lottery ticket and
how did the experimenters use a peer review system? Do you
feel that this could be effective?
Independent Variable- Discussion
How did the participating employees earn a lottery ticket?
Each participating employee was able to earn one lottery ticket
for completing 90%-99% of the tasks.
Two lottery tickets were earned for completion of 100% of
tasks.
How did the experimenters use a peer review system?
Employees awarded the appropriate number of stickers/lottery
tickets if the performance met criteria.
Shop owner conducted periodic checks for accountability

Peer review system of data collection was used to award the
appropriate number of stickers/lottery tickets to each employee.
Do you feel that this could be effective?
Results
Lets take a poll!
Do you think this intervention would be effective?
Yes
No
Results
Review Performance Diagnostic Criteria
What do you like?
What do you not like?
How could you implement this in your professional setting?
Scenario
Setting- Retail Furniture Store located in Phoenix, AZ
The store sells affordable furniture and the store consists of a
show room, a break room and offices for upper management.
Employees primary responsibility is customer service
Secondary responsibility is cleaning the store and making sure
items are picked up.
Participants
5 total employees are on the floor at one time
1 On floor manager
Managers are responsible for trainings and any disciplinary
actions.
Managers are also responsible for finding other employees to
cover shifts

Problem-
There has been a high turn-over rate in the furniture store and a
high rate of employees calling off from work last minute.
Review the Performance Diagnostic Checklist and design an
intervention plan to decrease the rate of turn-over and the
frequency of employees calling off from work last minute.
Break-out Activity
Break into 4 groups
Group A- Access ‘Not Following BIP’
Group B- Access ‘Arriving Late to Work’
Group C- Access ‘Inappropriate use of Cell Phone’
Review your case study and develop an intervention
Group 1: Not following the BIP
Setting-
Autism Center serving clients ages 2-18 located in Indianapolis
The center has individual cubicals set up for each client, there
are 2 rooms set up for additional reinforcement and a motor
room. There is also a cafeteria.
8 total clients
Clients are considered to have severe behaviors. Some clients
need to be physical restrained.
Participants
10 total therapists
2 BCBA’s
BCBA’s are responsible for training the therapist
Problem-
It has been reported that therapist are not implementing the
behavior intervention plan as it is designed.
Clients are suffering and changing behaviors are increasing due

to lack of consistency in the implementation of the treatment
plan from therapist to therapist.
Group 2: Late to Work
Setting-An Aerospace Engineering Firm located in Southern
California
The firm consists of an office space and a shop floor that
comprises robots, furnaces, reactors and CT scanners.
Primary responsibility of the employers is to develop ceramic
materials for jet engines
Participants
5 managers
12 total engineers
8 technicians
Managers over see any trainings and reprimands
Problem-In recent months, there have been more employees
coming in to work late and there has been a lack of motivation
to perform well while in the work place.
Group 3: Inappropriate Cellphone Use
Setting-Charter School serving middle school students with
located in Huntington Beach, CA
The school serves 45 children and 3 classrooms.
Employers primary responsibility is to educate the children
Participants
1 principal
3 teachers
2 teacher’s assistants
Principal is responsible for trainings and dealing with any
disciplinary actions.
Problem
It has been reported that some of the teacher assistants have

been observed sending inappropriate text messages to their
significant others during school hours.
The teacher’s assistant’s do not appear to be motivated and tend
to forget daily tasks.
Boards Prep
Fluency Testing
Please number 1-6
Let me know when you are READY!
ASR 1
The process by which, when a previously reinforced behavior is
no longer followed by the reinforcing consequences, the
frequency of the behavior decreases in the future.
Extinction
Matching Law
Dual Relationship
Function based definition
ASR 2
The allocation of responses to choices available on concurrent
schedules of reinforcement; rates of responding across choices
are distributed in proportions that match the rates of
reinforcement received from each choice alternative.
Dual Relationship and Conflict of Interest
Matching Law
Extinction
Ecological Assessment

ASR 3
Section 1.06 of the BACB Guidelines; BACB analysts must be
sensitive to the potential harmful effects of other contacts on
their work and on those persons with whom they deal.
Topographical based definition
Dual Relationship and Conflicts of Interest
Extinction
Matching Law
ASR 4
Defines instances of the targeted response class by the shape or
form of the behavior.
Extinction
Matching Law
ASR 5
An assessment protocol that acknowledges complex
interrelationships between environment and behavior.
Matching Law
Extinction
ASR 6
Designates responses as members of the targeted response class

solely in terms of their common effect on the environment.
Topography based definition
Function based definitions
Matching Law
Extinction
Fluency Testing
If you feel comfortable, please share your answers!
ASR 1
The process by which, when a previously reinforced behavior is
no longer followed by the reinforcing consequences, the
frequency of the behavior decreases in the future.
Extinction
Matching Law
Dual Relationship
ASR 2
The allocation of responses to choices available on concurrent
schedules of reinforcement; rates of responding across choices
are distributed in proportions that match the rates of
reinforcement received from each choice alternative.
Matching Law
Extinction
ASR 3
Section 1.06 of the BACB Guidelines; BACB analysts must be

sensitive to the potential harmful effects of other contacts on
their work and on those persons with whom they deal.
Dual Relationship and Conflicts of Interest
Extinction
Matching Law
ASR 4
Defines instances of the targeted response class by the shape or
form of the behavior.
Extinction
Matching Law
ASR 5
An assessment protocol that acknowledges complex
interrelationships between environment and behavior.
Matching Law
Extinction
ASR 6
Designates responses as members of the targeted response class
solely in terms of their common effect on the environment.
Topography based definition
Function based definitions
Matching Law
Extinction

Any Questions?
Exit Ticket
Please answer this question prior to leaving our meeting!
Please complete an End of Course Evaluations for this class.
This is not mandatory but would be greatly appreciated!
Password: yahoo!
Reference
Bailey, Jon, Burch, Mary (2016). Ethics for Behavior Analysts
(2nd Ed.). New York, NY: Routledge Taylor & Francis
Group.
Cooper, J. O., Heron, T. E., & Heward, W. L. (2007). Applied
behavior analysis (2nd ed.). Columbus, OH: Merrill Prentice
Hall.
Pampino, R. N., Heering, P. W., Wilder, D. A., Barton, C. G., &
Burson, L. M. (2004). The Use of the Performance
Diagnostic Checklist to Guide Intervention Selection in an
Independently Owned Coffee Shop. Journal of
Organizational Behavior Management, 23(2-3), 5-19.
doi:10.1300/j075v23n02_02

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