Transcript Overview  Problems with not observing the behavior  Can I see that?  What to look for  Supervising  Examples from the book 

Overview
 Problems with not observing the behavior
 Can I see that?
 What to look for
 Supervising
 Examples from the book
 Activities!
 Questions
Client describes a problem/area of concern…
 Hearsay
 Personal opinion/perspective
 Glossing over details
 Ignore critical facts
 Blind to influential contingencies
 “The sincere and desperate really don’t understand how
human behavior works” (Bailey & Burch, p175, 2010)
(Bailey and Burch, 2010)
“Can You Show Me That?”
 Simple request
 Reasonable
 Self-correcting
 Spot-on behavioral
 “I don’t trust your account. I need to see this for myself”
(Bailey and Burch, 2010)
Most people don’t know what to look for
 Miss the important variables
 Leave out key elements
 Exaggerate what they have seen
 Minimize what has happened
 Keep in mind there are always two (three or four) sides to
every story!
(Bailey and Burch, 2010)
Seeing for Yourself
 Don’t know and can’t understand behavior until you have
observed it
 A trained behavior analyst knows what to look for
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The environment
Antecedents
SDs
Consequences
 Opportunity to ask realistic questions
(Bailey and Burch, 2010)
Book Example
 Ethan continues to play video games after mom says it is time
for bed.
 Ethan’s mom says: he won’t listen, has a mind of his own, he is
testing the limits
 What she left out: mom promised 30 minutes if chores and
homework are completed, trying to get him to bed early so she
could watch a show
 Microchip factory CEO frustrated by workers not meeting
production goals
 What the CEO’s left out: employees are paid by the hour,
penalized for errors, bonuses for high rates of perfect microchips
(Bailey and Burch, 2010)
Supervising
 You have to watch them work!!
 Must involve
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direct observation
Prompts
Instruction
Feedback
Positive reinforcement
(Bailey and Burch, 2010)
Book Example
 Administration at hospital can’t get midlevel
administrators to supervise their direct reports. They get
into arguments with them and feel they won’t hold the
direct reports accountable for anything. Administration is
faced with:
 Line staff members calling out sick just for a day off
 Chastising of line staff members as being lazy
 No one had been written up for anything in the last 6 months
 According to the supervisor she was perfect but she never
actually watched them, never provided instruction,
feedback, or reinforcement
(Bailey and Burch, 2010)
When you “can’t see that”
 Before you accept a case where you can not directly
observe the behavior in question:
 Is it possible to get a video?
 Can you rely on carefully collected data that you can graph
and analyze
 Are your data collectors reliable?
(Bailey and Burch, 2010)
Snowflakes
 Lindsey’s version
 Can I see that?
 http://www.youtube.com/watch?v=DmBK4xAd2Gg
Activity
 Groups of 3 people
 Come up with a scenario (3-4 sentences) about a parent
telling her child’s BCBA therapist the “story” of what
happened in the grocery store
 Write (on the side) the missing information
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Antecedents
SDs
Consequences
Previous learning history
 Share!
Lets see it!
 Tantrum in a store
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http://www.youtube.com/watch?v=5IM1p-Tn-jA
http://www.youtube.com/watch?v=GbrOuldi8d0
http://www.youtube.com/watch?v=LDy8YU-nigc
http://www.youtube.com/watch?v=Xhu3Xh63X74
 These videos also show us the downside to using video clips
to see the behavior…why?
Questions
Further Reading
(Bailey and Burch, 2010)
References
 Bailey, J., & Burch, M. (2010). 25 essential skills and
strategies for the professional behavior analyst. New York,
NY: Routledge.
 youtube