Voab words
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| Performance Management | a precise scientific approach that works; focuses on understanding behavior and using scientific methods to change behavior
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| Common Sense | the unreflective opinions of ordinary people; acquired in everyday living, individualistic, accepts the obvious, vague, not reliable
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| Scientific knowledge | systematic, data based; an approach to knowledge that is deliberate, systematic, universal, precise, and reliable; questions the obvious and is gained through controlled experiment
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| consequences | what comes after a behavior; alters the probability the behavior will reoccur; keeps behavior going
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| antecedents | what comes before a behavior, sets the occasion for the behavior to occur; gets behavior going
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| Extinction | withholding SR+ for previously reinforced B
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| Premack Principle | make high frequency B. contingent on low frequency B
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| Contingency Error | SR+ without required B
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| Penalty | decrease behavior by removing something
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| Punishment | decrease behavior by giving something
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| 4 to 1 | effective SR to SP ratio
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| Discretionary Effort | the level of effort people could give if they wanted to
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| Frequency Error | to little reinforcement
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| Employee of the Month | NOT an example of reinforcement
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| Performance Feedback | Specific data about performance
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| Dead man's test | a way to recognize behavior
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| Ranking | should not be used because it sets employees against each other
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| baseline | measure of results or behavior before intervention
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| Behaviorally Anchored Rating Scale (BARS) | a scale on which each variable to be measured is anchored by specific behaviors and accomplishment
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| Leave it test | if you can leave it behind when you leave, it's a result
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| Pin Pointing | being specific about a result and the behavior required to achieve it
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| Rating | comparing performance against established criteria
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| Activity trap | pinpointing behaviors without validating the relationship of the behavior to the results
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| ABA design | collect baseline data, add intervention, withdraw intervention
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| Multiple Baselines | multiple AB designs implemented at various times
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| Perception Error | assuming something is a reinforcer when it isn't
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| Contingency Error | can get reinforcers without engaging in a prerequisite behavior
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| Delay Error | not delivering immediate reinforcement
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| frequency error | not delivering reinforcement early enough
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| 4 to 1 | effective reinforcement to punishment ratio
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| "no But" rule | do not add prompts or instructions to praise statement
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| The Sandwich | a (-) between two (+)
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| Activity Trap | focusing on behaviors before identifying the desired results
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| Behavior | what a person does
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| result | what is produced by behavior
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| behavior counts | measures of behavior
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| counting | an often measure of behavior; frequency or rate
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| judging | a subjective measure of behavior
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| Valid Behavior Measure | when change in behavior correlates with change in result
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| feedback | information about performance that allows an individual to adjust his or her performance
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| B design | implementing a change and tracking results
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| Goals | antecedents for punishment or behavior
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| Best goal setting mistake | Set goals to low
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| Shaping | The process of positively reinforcing successive approximations toward a goal
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| Stretch goal | Stretch goal
very difficult goals used to try to fool people into superior performance
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| Benchmarking | the practice of tracking business processes considered to be the best in a given sphere of influence
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| Quality Awareness | the personal concern felt by all personnel toward the conformance of the product or service and the quality reputation of the company
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| Quality Measurement | a display of current and potential noncomformance problems in a manner that permits objective evaluation and corrective action
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| Recognition | to appreciate those who participate
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| Establish consistency of purpose | pinpoint and reinforce only behaviors that support quality
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| Improve constantly and forever every system | always reinforce improvement
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| Eliminate numerical goals and quotas, including management by objectives | use goals to increase opportunities for positive reinforcement
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| Drive out fear | switch from negative to positive reinforcement
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| Institute Leadership | reinforce improved behaviors when they occur
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| End the practice of awarding business largely on the basis of price | reinforce quality by giving business to "quality" vendors
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| Break down barriers | reinforce cooperation
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| Institute training on the job | evaluate how well training results in improved performance
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| Eliminate the annual rating or merit program | reinforce behaviors that support quality, promote personnel whose behavior supports quality
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| Eliminate slogans and exhortations | don't rely on antecedents, use reinforcement
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| Cease dependency on mass inspection | reinforce individuals for taking responsibility for own quality control
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| Adopt a new philosophy | develop a reinforcement plan
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| Create a structure in top management to accomplish the transformation | reinforce managers for success of their employees
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| Rightsizing | having the right amount of labor to get the job done
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| downsizing | "stop the bleeding" a temporary bandaid:
a stop gap measure
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| Paradigm | pattern of behavior
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| Empowerment | occurs when management reinforces employees for assuming new behaviors and responsibilities (i.e., more management things)
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| Competency-suppressing conditions | work that is dominated by punishment, extinction, and negative reinforcement
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| Cut unnecessary work | reinforce suggestions for taking work out of the system
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| Put quality first | plan and deliver positive reinforcement for "quality behaviors"
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| bust your paradigm | pinpoint results, pinpoint behaviors, celebrate success
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| empower people | give reinforcement for assuming new responsibilities
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| communicate | provides consequences to promote new behavior
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| take care of survivors | reinforce the positive efforts of those who remain
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| Supply-push model | providing training and putting people in training
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| Demand-pull model | when employees ask for training
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| Recognition | a symbolic way of showing apprectiation
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| incentive | an inducement to perform
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| Relationship | the foundation on which effective rewards and recognition programs are built
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| reward | a tangible item; intended to influence behavior in a particular direction
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| Performance Matrix | a totally flexible measurement system
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| Hernstein’s Hyperbola | describes how reinforcement availability determines the amount of time we spend on various behaviors
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| Matching Law | The amount of reinforcement a person receives for a particular behavior is matched by the time spent engaged in that behavior
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| Management by Wandering Around | Management technique that should allow managers to deliver immediate reinforcement directly to workers
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| Management by Wondering Around | Misapplication of MBWA where managers inadvertently reinforce or punish the wrong behaviors
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| Fluency | responding immediately and unhestingly
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| Nintendo generation | impatient, in a hurry for everything
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| Academic Child Abuse | the use of practices that causes unnecessary failure
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| Direct Instruction | a carefully scripted presentation of academic material
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| Morningside Model of Generative Instruction | combines Direct Instruction with Behavior Analysis and Fluency
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| Automaticity | refers to motor learning; requires at least 300 repetitions under favorable conditions
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| Expertise | excellent behavior acquired through approximately 10,00 hours of deliberate practice
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| Creativity | a behavior thing
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| Antecedents and creativity | inefficient and/or incorrect behavior process that results from imprecise reinforcement
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| Consequences | have predictable effects on creative process
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| Behavioral drift | changes in the environment can lead to new behavior
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| Extinction burst | lack of reinforcement for new behavior may lead to a old behavior returning
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| Emotional behavior | response to loss of reinforcement for old behavior, may involve blaming other, crying, pouting, etc
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| Resurgence | repeating old behavior when reinforcement has been withheld
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| Habit breakup | behavior may become erratic when old behavior is no longer reinforced; may lead to "insight"
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| Conditioned Reinforcement | stimuli that have been paired with social reinforcement
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| Celebration | an occasion to relive an accomplishment
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| Meaning | comes from the consequences of what one does
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| listen | what management should do during a celebration
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| Tangible rewards | serve to anchor a memory; given after reliving the accomplishment
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| Celebration walk | a walk around that focuses on delivering positive reinforcement
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| Results | occasion for celebration
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| Efforts | to be reinforced daily
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| honesty | everything is overboard
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| Justice | contingent consequences (good performance=reinforcement)
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| Integrity | consequences match antecedents
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| Equality | understanding behavior is the result of environment
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| Respect | recognizing the unique perspective each person brings
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| Self-esteem | feelings of confidence and competence as a result of earned recognition and reward
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| Personal growth | initiative and willingness to try new ideas
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| Peace of Mind | Reduced stress that results from contingent reinforcement
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| Golden Rule | Reinforcement leads to more reinforcement among all workers - treat each other as they would like to be treated
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Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
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To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
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alied91
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