|Data-Based Process to Improve Outcomes for Children With Autism
|Friday, May 28, 2010
|10:00 AM–5:00 PM
|Bonham C (Grand Hyatt)
|Area: AUT/OBM; Domain: Service Delivery
|CE Instructor: Amanda Adams, Ph.D.
|GUY S. BRUCE (Florida Institute of Technology), JORDAN P. BOUDREAU (Florida Institute of Technology), MEGAN A. BOYLE (Florida Institute of Technology), NICOLE BECKER (Florida Institute of Technology)
|Description: Organizations that serve children with autism require valid measures of how efficiently their clients are acquiring language and social skills, the accuracy and speed with which their teachers are implementing client programs, and an efficient process for using those data to change teacher performance and programs when children are not acquiring the skills they need. This is because the number of service delivery hours that such organizations can provide is limited by both funding and a small time window for the delivery of effective interventions.
Organizational performance engineering is the application of behavior analysis to solve organizational performance problems so that individuals and organizations can achieve desired results. The process is called PARSE, an acronym which stands for 1) pinpoint performance problems worth solving; 2) analyze their causes; 3) recommend the best solutions; 4) solve the problems by designing and implementing the best solutions; and 5) evaluate the effectiveness, efficiency, and return on investment of the solutions implemented.
The skills participants will acquire in this workshop will allow them to implement an efficient data-based process to improve outcomes for children with autism.
|Learning Objectives: At the conclusion of this workshop the participant will have acquired the following skills:
1. After collecting information about a client’s desired results and the organizational performance necessary to achieve those results, the designer will pinpoint the performance problems by a) defining the client’s desired results and performance necessary to produce those results and b) evaluating current results and performance to decide whether the problem is worth solving.
2. Given information about the causes of performance problems, the designer will analyze those problems, classifying them as “can-do,” “know-how,” and/or “want-to” problems and identifying their causes as defective resources, training programs, and management practices.
3. Given an evaluation of current performance problems and an analysis of their causes, the designer will list possible solutions, considering the estimated value, cost and compliance of each solution with ethical standards, and recommend those solutions with the best return on investment.
4. Given a list of recommended solutions to a performance problem which may include resources, training, and performance management, the designer will solve the problem by designing and implementing the solutions which may include more efficient resources, training, or performance management practices.
5. After collecting measures of improvement in performance and results, the time and costs to produce that improvement, the designer will evaluate solution effectiveness, efficiency, and return on investment and recommend design changes needed to produce further improvements.
|Activities: Fluency practice: Participants will gain fluency in component skills of organizational performance engineering by practicing with flashcards, measuring, and graphing their own learning efficiencies.
Practice solving organizational performance problems: Participants will practice solving organizational performance problems with case studies provided by the instructor.
Discuss performance engineering projects: Participants will discuss their performance-engineering projects, present their work to the instructor and fellow students and help their fellow students solve project-related problems.
|Audience: This workshop will be of interest to anyone responsible for solving human performance problems, whether these exist at the organizational, process, or individual levels. It can help agency directors change the flow of resources and feedback to and within their organizations so that their agencies can achieve their missions of helping clients achieve their goals. It can help agency managers redesign work processes so that their staff are able to work together more efficiently to help clients achieve their goals. And it can help agency supervisors and trainers provide more efficient resources, training, and management practices so that individual staff will be more efficient in helping clients achieve their goals.
|Content Area: Practice
|Instruction Level: Basic