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| Topics in Organizational Behavior Management |
| Sunday, September 29, 2019 |
| 10:30 AM–11:50 AM |
| Stockholm Waterfront Congress Centre, Level 2, C3 |
| Area: OBM |
| Instruction Level: Intermediate |
| Chair: Jonathan Krispin (Valdosta State University) |
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| Behavioral Systems Analysis and Lean Six Sigma Improvement Methodologies: Points of Commonality and Divergence |
| Domain: Theory |
| JONATHAN KRISPIN (Valdosta State University) |
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| Abstract: Hyten (2019) divided Organizational Behavior Management (OBM) interventions into two broad categories, behavior-focused, and results-focused. Behavior-focused interventions developed as an extension of applied behavior analysis, while results-focused interventions developed out of a systems-based perspective of organizations, blended with an understanding of operant responding, and an eye of improving organizational results, not just individual behavioral responding, now largely subsumed under the broad category of Behavioral Systems Analysis (BSA). While results overwhelmingly demonstrate the efficacy of BSA interventions, the widespread adoption of Organizational Behavior Management techniques by organizations has not materialized. However, many organizations have adopted continual improvement methodologies similar to those summarized under the label of Lean Six Sigma (LSS) Methodologies, an approach that has numerous strong similarities to OBM practices, particularly those developed in BSA models. In this paper, the Lean Six Sigma philosophy and approach will be briefly outlined, highlighting key areas of commonality with BSA models proposed by Abernathy (1996; 2008; 2009; 2013), Brethower (2007), Gilbert (1987), and Rummler and Brache (1995; 2010). Recommendations will be made as to how the behavioral interventionist can connect with LSS professionals and interventions in an effort to increase the awareness OBM within organizations and the frequency of the use of OBM methods within organizations. |
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| Standard Charting and OBM: Beer and Advanced Analytics |
| Domain: Applied Research |
| SALVADOR RUIZ (University of West Florida), Dayna Beddick (University of West Florida), Leasha Barry (University of West Florida), Michelle Nelson (University of West Florida), Sarah Kent (University of West Florida) |
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| Abstract: Business owners rely on metrics to determine current and future revenue. The ability to predict sales results while developing interventions to provide an increase of potential customers eases in selection of marketing tactics. The Standard Celeration Chart (SCC) is a semi-log graph that can quantify data. The SCC is typically used to build fluent behavior in education, but does it demonstrate use for business? By using the standard symbols on the SCC, a brewery located in Florida was able to quantify key metrics. First, number of alcoholic beverages purchased by consumers daily. Second, the number of sales from those consumers. Third, the sale of other goods (e.g. prepackaged snacks, sparkling water, soda, T-shirts, glasses, and yoga mats) to consumers. These data provide baseline data and a variety of marketing tactics (e.g. social media posts) could change rate of sales leading to the identification of effective marketing strategies. Data were tracked using a computer sales tracking software and data charted on a digital Daily SCC. Decision making guidelines were based on the same analytic tactics used by Precision Teachers in the education community. Results may provide a new insight into using the SCC for marketing decisions. |
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| How to Use OBM Successfully with Leaders in the Context of Work Analysis |
| Domain: Applied Research |
| SIMON ELVNÄS (Division of Ergonomics, Royal Institute of Technology), Malin Håkansson (Division of Ergonomics, Royal Institute of Technology), Ned Carter (SALAR, Stockholm, Sweden) |
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| Abstract: Transforming behavior science into applications that can be useful to real leaders is challenging. There are difficulities in identifying and recording leadership behaviors in field settings, and in describing and measuring changes in dynamic real-life situations . This seminar will present experiences of using OBM and Komaki´s taxonomy of operant leadership (OSTI) in a broader context of work analysis, a context that OBM needs and one that leaders can understand. This is accomplished without abandoning the strategies and tactics of behavioral science that are the hallmarks of OBM. Examples from an eight-year project including 3000 video observations of more than 500 leaders from multiple settings in several different branches of business, in combination with data from time allocation studies for leaders, will be presented. The summary of the results will be shown to contribute to the understanding of OBM in a system perspective. The findings have implications for the design of OBM-oriented leadership interventions. |
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