A Literature Review of Organizational Behavior Management Interventions in Human Service Settings from 1990 to 2016

Implementing culturally responsive and trauma-informed practices with checklists and goal setting

We discuss the use of two empirically validated behavior-change methods-checklists and goal setting-and designed a checklist to assist behavior analysts in improving their behavioral services to be more culturally responsive and trauma informed. We also present pilot data evaluating the use of the checklist and goal setting on the inclusion of culturally responsive and trauma-informed practices in behavior support plans designed for students in a public school. The training package was effective for both participants, and the participants' weekly goals corresponded to the observed changes in their behavior plans. Moreover, both participants strongly agreed that the checklist was valuable and easy to use and reported increases in their perceived abilities to implement culturally responsive and trauma-informed practices posttraining.

A further investigation regarding the efficacy of and preference for positive and corrective feedback

Although feedback is a widely used intervention for improving performance, it is unclear what characteristics individuals prefer and what is necessary for it to be effective. The purpose of this study was to systematically extend Simonian and Brand (2022) by addressing the limitations of the study and adding a best-treatment phase. During an acquisition phase, participants received either positive, corrective, or no feedback upon task completion. Nine of 10 participants mastered the task that was associated with corrective feedback, and one participant mastered the task with no feedback. Eight participants completed a preference phase in which they were provided a choice of either positive or corrective feedback when learning to play a novel game. Half of the eight participants showed a preference for corrective feedback, and the remaining participants had mixed preferences. Overall, corrective feedback was more efficacious and more preferred than positive feedback.

A Preliminary Investigation of a Tool to Measure BCBA Supervisory Behaviors

Board certified behavior analysts (BCBAs) are in high demand. However, given the fast growth of the field, most behavior analysts who serve as supervisors have recently been certified and thus, have had limited opportunities to refine their supervisory repertoires. Although supervision best practices have been a topic of frequent discussion in behavior analytic publications, little research has been conducted to empirically assess these recommendations with BCBA supervisors. One reason for the lack of research may be due to the scarcity of a method to systematically identify and measure supervisory behaviors. The Operant Supervisory Taxonomy and Index (OSTI; Komaki, 1986Journal of Applied Psychology, 71(2), 270-279, 1998) was developed to identify and categorize supervisory behaviors of effective supervisors in organizational settings. To demonstrate the feasibility of the OSTI with BCBA supervision, this study applied the OSTI with two masters-level students completing a verified course sequence (VCS) as a part of pursing their BCBA credential. Future directions for research and application of the OSTI as a measurement framework for BCBA supervisory behavior and behavior analytic training are discussed.

Training individuals to implement discrete-trial teaching procedures using behavioral skills training: A scoping review with implications for practice and research

Behavioral skills training (BST) is an evidence-based approach for training individuals to implement discrete-trial teaching procedures. Despite the effectiveness of this approach, implementing BST can be time and resource intensive, which may interfere with a clinical organization's adoption of this training format. We conducted a scoping review of studies using BST components for training discrete-trial teaching procedures in peer-reviewed articles between 1977 and 2021. We identified 51 studies in 46 publications involving 354 participants. We coded descriptive data on (a) participant characteristics, (b) study characteristics, (c) training conditions (including instructions, modeling, rehearsal, and feedback), and (d) training outcomes. The results indicated that studies have primarily attempted to improve the efficacy and efficiency of BST by modifying or omitting common training components. We provide best-practice considerations for using BST to teach discrete-trial teaching procedures and offer a research agenda to guide future investigation in this area.

Peer Feedback: Recommendations for Behavior Analysts' Training and Supervision

The increase in demand for behavior analysts in recent years has also increased the importance of effective supervision practices in the field of behavior analysis. A critical supervisory skill is performance feedback, which entails proficiency with two distinct, yet inseparable repertoires of technical and nontechnical skills. Supervisors report never receiving explicit training in feedback (Sellers et al., 2019) and graduate training programs provide little to no training in nontechnical skills (LeBlanc, Taylor et al., 2020b; Pastrana et al., 2018). As with any skill, to develop proficiency with feedback delivery and reception, trainees may require ample practice opportunities. One mechanism to provide trainees routine practice opportunities is to use peers as behavior change agents and peer feedback as an instructional method. The utility of peer feedback has been recognized in the organizational behavior management (OBM) literature (e.g., behavior-based safety interventions; Lebbon et al., 2012; Wirth & Sigurdsson, 2008), and has been used successfully in medical student training and evaluation for several decades. In the context of behavior analytic training and supervision peer feedback has yet to be established as a training method. Similarities in the behavioral and medical fields (e.g., significance of professional and interpersonal skills for successful therapeutic relationships) make the medical field a good model from which behavior analysts can learn. Using peer feedback in training and supervision for behavior analysts may provide trainees with similar benefits to those reported in medical student training literature.

Supplementary Information

The online version contains supplementary material available at 10.1007/s40617-022-00761-1.

Designing A Successful Supervision Journey: Recommendations and Resources for New BCBA Supervisors

As of 2022, board certified behavior analysts who are certified for less than 1 year and have met the qualifications to serve in a supervisory capacity are required to meet with a consulting supervisor if they wish to supervise trainees' fieldwork experience. These guidelines establish a different supervisory level of accountability in our field, supervision for supervisors. Recommendations that are uniquely tailored for new supervisors and address the relationship between new and consulting supervisors have not yet been published. In this article, we share recommendations and resources with new supervisors. We extend current literature by outlining steps new supervisors can take and resources they can use to prepare for a successful supervision journey with their consulting supervisor and supervisees.

Positive behaviour support: a systematic literature review of the effect of staff training and organisational behaviour management

Positive Behaviour Support is an applied behaviour analytic system of support that is utilised in schools and in residential care settings for children and adults with disabilities who engage in challenging behaviour. Implementation fidelity depends on appropriate staff training and organisational behaviour management. A systematic literature review is reported that evaluated the evidence in relation to change in staff and service user behaviour and the impact of organisational behaviour management systems on effectiveness, generalization, and maintenance of these outcomes. Nine relevant articles were identified and analysed according to (1) the demographics of staff and residents and methods of staff training; (2) organisational behaviour management systems; (3) staff and service-user behavioural outcome measures; and (4) the methodological quality of the study. A combination of antecedent and consequence-based training strategies was used in the studies. Eight studies reported on the organisational behaviour management systems that were used, with five reporting on the responsibility of trainees to transfer their training to their untrained teams (pyramidal training). Although the studies reported on staff behaviour change following the training, only one of the studies reported significant increases of service user quality of life as a result of staff training and only two studies provided adequate methodological strength.

Brief Report: A Pilot Investigation of Safety Concerns Among Direct Service Providers for Adults with Intellectual and Developmental Disabilities

We designed and distributed a survey that assessed safety concerns experienced by direct service providers (DSPs) (N = 59) of adults with intellectual and developmental disabilities (IDD) in community-based group homes at a single human services organization. Results indicated relatively few safety concerns among the respondents from a list of 25 survey statements. Possible influences on the findings are presented such as safety training of the DSPs, comprehensive safety guidelines in place at the group homes, and conditions occasioned by the COVID-19 pandemic. Current safety research in IDD supports the necessity of assessment to inform prevention and intervention strategies.

Identifying the relation between feedback preferences and performance

Performance feedback is a common organizational behavior management intervention (Gravina et al., 2018) that typically yields consistent effects when combined with other procedures (Alvero et al., 2001). A noteworthy characteristic that might affect feedback effectiveness is timing (Lechermeier & Fassnacht, 2018). Given the frequent use and practical utility of feedback, we assessed feedback preference across three feedback timing options: after step, after trial, and after session. We used a direct-choice paradigm to assess feedback timing preferences with undergraduate students completing two multistep computerized tasks. The data obtained suggest that most participants shifted their preference from relatively proximal (e.g., after step) to distal feedback (e.g., after session) as they acquired the tasks. A few participants' preferences varied despite increases in performance. We discuss implications based on the current findings and future directions for research.

On Turnover in Human Services

Within the field of behavior analysis, turnover can impact an organization adversely due to the loss of expertise and the required replacement expenses. Turnover in behavior analysis remains poorly understood, and few investigations have studied why employees separate and how to mitigate unwanted turnover. The purpose of this discussion article is to provide an account of turnover, as well as to make recommendations to behavior-analytic service providers regarding how to perform analyses and intervene to decrease employee turnover.

The Special Issue on the Education of Behavior Analysts: Common Themes

The goal of Behavior Analysis in Practice's special issue on the education of behavior analysts is to highlight a variety of works on the topic of teaching and mentoring students in behavior analysis. The special issue is composed of empirical studies that evaluated teaching procedures aimed at the effective training of behavior analysts; surveys focusing on the content of training programs, including common readings and other components; and commentaries on topics pertaining to teaching and mentoring behavior analysts. Several themes emerged across the issue, including (a) a focus on knowledge of basic principles of behavior analysis, (b) the direct application of operant-based principles in the teaching and mentorship of behavior analysis students, and (c) a significant emphasis on the meaningful application of behavior analysis.