Functions of Organizational Leaders in Cultural Change: Financial and Social Well-Being

Rule-Governed Behavior and Climate Change: Why Climate Warnings Fail to Motivate Sufficient Action

Climate scientists warn of dire consequences for ecological systems and human well-being if significant steps to mitigate greenhouse gas emissions are not taken immediately. Despite these warnings, greenhouse gas concentrations continue to rise, indicating that current responses are inadequate. Climate warnings and reactions to them may be analyzed in terms of rules and rule-governed behavior. The literature on rule-governed behavior in behavior analysis has identified a variety of factors that can reduce rule following, including insufficient rule exposure, insufficient learning history and rule complexity, incomplete rules, instructed behavior not sufficiently learned, rules having weak function-altering effects, conflicting rules, lack of speaker credibility, rule plausibility and inconsistency with prior learning, and insufficient reinforcement for rule following. The present paper aims to analyze how these factors might impact responses to climate change, and possible solutions and strategies are discussed. Much of the theory and research on climate-change communication has come from outside of behavior analysis. Thus, the paper also aims to integrate findings from this literature with a behavior-analytic approach to rule control. Interpreting climate warnings and climate solutions in terms of rule-governed behavior may improve our understanding of why such rules are not more effective, and aid in the development of verbal and nonverbal strategies for changing behavior and reducing greenhouse gas emissions.

Into Inclusion: Increasing Trans-Inclusive Practices with Behavior Analysis

Promoting an inclusive culture can be critical to the progression of diverse groups. Practicing inclusive behavior is one important step toward fostering inclusion. Applied behavior analysis can contribute much to this topic given its use of practical methods to encourage socially significant behavior change (Baer et al., 1968). Proper pronoun use is one inclusive behavior that helps support gender minorities. Whereas self-assessment has been recommended to increase cultural awareness, this has not been confirmed through research. Thus, the purpose of the present study was to assess the effects of a specific approach to self-assessment (behavioral self-monitoring; BSM) on the percentage of correct pronouns used by graduate students during a simulated work task. Results indicate that BSM was effective in promoting proper pronoun use when it followed BSM training, and the effects maintained over time.

Supplementary Information

The online version contains supplementary material available at 10.1007/s40617-021-00669-2.

Advocating for the Use of Restorative Justice Practices: Examining the Overlap between Restorative Justice and Behavior Analysis

Broadly defined, restorative justice (RJ) is a set of procedures based in Indigenous peacemaking practices that reduces recidivism and guides the effective reparation of harm. RJ practices provide harm-affected parties an opportunity for engagement in the resolution process, which theoretically enhances community well-being. RJ practices overlap significantly with behavior-analytic principles. Implementing RJ practices from a context-focused, appetitive-based approach that focuses on classes of behaviors may address harmful behaviors within police organizations. RJ practices may also facilitate changes in contexts that support behaviors valued by the community. The current review discusses criminal and restorative justice, RJ processes and practices, the effectiveness of RJ in various contexts, how RJ overlaps with behavior-analytic principles and existing behavior science models in general, research suggestions, and recommendations for behavior analysts implementing RJ within police organizations and communities to address officer misconduct.

Creating Inclusive and Equitable Cultural Practices by Linking Leadership to Systemic Change

From a global pandemic to the killings of George Floyd, Breonna Taylor, Ahmaud Arbery, Rayshard Brooks, and others in the Black community, the year 2020 has cast light on long-standing social injustices. With this has come a critical social movement and a call for change-specifically, a call for transformative solutions that address not only new challenges but also centuries of systemic issues, such as systemic oppression and systemic racism. Leadership across the globe has scrambled to answer the call, some issuing statements committed to change, others engaging in necessary action. What is critical, however, is that leadership understands the cultural factors that have given rise to centuries of oppressive practices, and that leaders are held accountable for the commitments they have expressed. Leadership must promote, create, and maintain prosocial, inclusive, and healthy work environments. This requires new cultural practices and a focused organizational model. Equally important is the need to resolve ambiguity and communicate effectively, with strategic consideration of constituent perspectives and needs. Therefore, the purpose of this article is to discuss the contribution of behavior analysis to addressing systemic oppression, as well as the pivotal role leadership communication plays in occasioning social change. It is our hope that this conceptual work will inspire behavior scientists to advance the field of behavior analysis and social movements in the direction of equitable, prosocial change that dismantles systemic oppression.

Restructuring Law Enforcement Agencies to Support Prosocial Values: A Behavior-Scientific Model for Addressing Police Brutality

Policing in the United States is irrefutably a component of systemic racism. The history of police brutality against the Black community can be found in our amendments, laws, and cultural practices-it is an infrastructure of oppression. Though police brutality is not a new development, it has reached a fever pitch with the deaths of George Floyd and Breonna Taylor. Recent calls to defund the police put law enforcement agencies squarely, and rightly, in the spotlight of social justice movements and reform. Current issues operating within law enforcement agencies ensure the perpetuation of a system that reinforces the status quo and gives nothing back to the communities that have been victims of brutality. A philosophical restructuring of how law enforcement agencies interact with the communities they serve is paramount. The purpose of this article is to propose a behavior-scientific model aimed at both the individual and organizational levels of law enforcement agencies using elements of acceptance and commitment training and Elinor Ostrom's core design principles, called Prosocial. The Prosocial model promotes the clarification of values within organizations and the communities they serve and reinforces values-consistent action. The model therefore has the potential to be a useful tool to combat systemic racism and police brutality within law enforcement agencies. The proposed model will be discussed in the context of who created it (White academicians), who will be implementing it (law enforcement), and ultimately who should benefit from it above and beyond the cessation of police brutality and without psychological or financial cost (Black communities).

The PAX Good Behavior Game: One Model for Evolving a More Nurturing Society

This paper describes the culture and components of the PAX Good Behavior Game and offers it as one model for how to enhance the well-being of populations through the diffusion of nurturing practices into several venues of society. The PAX components, also known as evidence-based kernels, are proposed to be useful in classrooms, families, organizations, criminal justice, and in improving public discussion and government. Kernels affect behavior in the short- and long-term through combinations of antecedents, reinforcers, relational networks, and physiological effects. Identifying common strategies, tools, and clear targets of change is suggested as a way to work towards evolving freely available evidence-based tools that can be combined to improve social conditions in multiple contexts.

Out of the Lab: Shaping an Ecological and Constructional Cultural Systems Science

Contemporary societies face critical, interlocking, "wicked" challenges, including economic inequities and marginalization, personal and collective violence, ethnic and religious conflicts, degradation of "the commons," climate change, and more, and all of these issues clearly are grounded in behavior. An adequate culturo-behavior science could be positioned to advance and leverage research and interventions supporting community well-being, and contribute to overcoming urgent societal and global challenges. The current state of cultural systems science, however, is limited by theory and methodology, and by competition for attention with well-established research and practice opportunities related to individual-level challenges. In this article, the author explores those limitations, and suggests a more expansive perspective drawing on historical and contemporary ecological science and contemporary theories of complex systems. Research guided by established science within those disciplines offers opportunities to move cultural systems science out of the lab, and into a more adequate, environmentally rich stance drawing on ecological strategies, recursively integrating contextual observations, conceptual advances, and in vivo experimentation. Examples of each of those strategies and exploration of developmental programs of research grounded in such integration are explored.

How a Few Individuals Brought about a Cultural Cusp: From a Mexican Mural Program to a Movement

Significant cultural change often results from the interlocking behavior of a few individuals. The phenomenon is nonreplicable because a considerable portion of the major players' interactions are nonrecurring and driven by unique circumstances. Yet, these interactions can be analyzed from a behavioral science perspective. As an example, I describe how five individuals made possible the cultural cusp that created an unprecedented social revolution through public murals in Mexico. I analyze how their repertoires complemented each other, the circumstances that brought them together, and the values that united them. Their unique interactions coalesced with recurring interlocking behavioral contingencies that created the movement. The example could shed light on the understanding of other cultural phenomenon with similar properties.

The Will to Fight: Aversion-Induced Aggression and the Role of Motivation in Intergroup Conflicts

Aggressive behavior is a source of many significant human problems, most notably the catastrophic loss of life and resources that can result from violent conflicts between groups. Aggressive behavior is particularly likely to arise from aversive conditions that function as motivating operations (MOs) that establish the stimulation produced by aggressive acts as reinforcing. We describe the behavior that arises from these circumstances as aversion-induced aggression (AIA) and argue that the MOs associated with AIA are important factors in initiating and sustaining violent conflicts between groups. In support of this, we survey the basic nonhuman research that has demonstrated the aggression-motivating functions of aversive stimuli. We extend our analysis of AIA to humans and describe how the special properties of verbal stimuli serve as the basis for notable differences between AIA in humans and nonhumans. We describe how aversive conditions may be exploited by leaders to establish support for aggression against another group in the pursuit of their objectives. We suggest that conflicts between groups cannot be resolved in the long term unless the motivational conditions from which conflicts arise are alleviated. Aggression is rarely effective in this regard because it exacerbates these conditions. For this reason, we advocate against the use of aggression as a tool for resolving conflicts between groups and consider how behavior science may contribute to the development and evaluation of alternative nonviolent practices.

The untapped potential of behaviour analysis and interprofessional care

Interprofessional collaboration has become a sought-after component of quality mental health care. Higher education institutions and mental health organizations seek to equip clinicians with the ability to provide cohesive clinical services while working collaboratively with a diverse group of professionals. Although research suggests that there may be benefits of interprofessional collaboration in mental health settings, collaborative practice initiatives have struggled with conceptual and methodological limitations. A behaviour analytic contribution to interprofessional care provides a philosophical position with an analytical goal distinguished by the prediction and influence of events, theoretical clarity, and methodological rigour that are needed within interprofessional research and practice. At the philosophical level, the extension of functional contextualism to interprofessional care research may provide a framework to achieve the valued ends of improving interprofessional collaboration and ultimately improving health-related outcomes for service users. Interprofessional collaboration can be conceptualized as metacontingency, a behaviour analytic concept that allows for a group level analysis of contributing social components. This paper uses the example of mental health care to guide a conceptual analysis of the potential application of behaviour analytic methodology within interprofessional practice, research, and education.

What Studying Leadership Can Teach Us About the Science of Behavior

Throughout history, individuals have changed the world in significant ways, forging new paths; demonstrating remarkable capacity to inspire others to follow; and repeatedly showing independence, resilience, consistency, and commitment to principle. However, significant cultural change is rarely accomplished single-handedly; instead, it results from the complex and dynamic interaction of groups of individuals. To illustrate how leaders participate in cultural phenomena, I describe how a few individuals helped to establish the Cold War. In this analysis, I distinguish two types of cultural phenomena: metacontingencies, involving lineages of interlocking behavioral contingencies, and cultural cusps, involving complicated, unique, and nonreplicable interrelations between individuals and circumstances. I conclude that by analyzing leaders' actions and their results, we can appreciate that cultural and behavioral phenomena are different, and although cultural phenomena are inherently complex and in many cases do not lend themselves to replication, not only should the science of behavior account for them, cultural phenomena should also constitute a major area of behavior analysis study and application.