Association for Behavior Analysis International

The Association for Behavior Analysis International® (ABAI) is a nonprofit membership organization with the mission to contribute to the well-being of society by developing, enhancing, and supporting the growth and vitality of the science of behavior analysis through research, education, and practice.


36th Annual Convention; San Antonio, TX; 2010

Event Details

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Symposium #47
Progressive Approaches to Organizational Change
Saturday, May 29, 2010
2:00 PM–3:20 PM
Republic B (Grand Hyatt)
Area: OBM; Domain: Applied Behavior Analysis
Chair: Jessica L. Fouch (Southern Illinois University)
Discussant: Clarissa S. Barnes (Southern Illinois University)
Abstract: The area of organizational behavior management has had an enormous impact on work settings both in the field of human services as well as outside the field. Presentations in the current symposium will consist of experimental work in the area of OBM that include successful intervention training for parents of children with autism, Acceptance and Commitment Therapy (ACT) and direct care staff performance, and interventions for improving customer satisfaction in an automobile dealership.
A Comparison of Two Models of Behavioral Parent Training: Implications and Future Directions For Treatment
JOHN M. GUERCIO (TouchPoint Autism Services), Clarissa S. Barnes (Southern Illinois University), Sadie L Lovett (Southern Illinois University)
Abstract: The project compared and contrasted the effects of a three week parent training protocol with a two week program. Both programs were comprised of a series of workshops, videotaped modeling, and feedback geared towards successful intervention with individuals with autism spectrum disorders. The teaching skills of each of three parent dyads were assessed via a multiple baseline design across parents. A variety of dependent measures were used to assess treatment efficacy for the parent training package described above. The measures that were used included the frequency of specific contingency statements, correct implementation of reinforcement protocols, and the frequency of inappropriate responding observed across 20 minute therapy sessions. Identical measures were then taken for a two week training model containing similar treatment elements. Results showed that each family dyad demonstrated an increase in appropriate teaching and therapeutic scales as well as decreases in subjective measures of stress and anxiety across both treatment durations demonstrating efficacy of the briefer training model.
An Examination of Acceptance and Commitment Therapy Components on Direct Care Staff Performance
JOHN C. PINGO (Southern Illinois University), Mark R. Dixon (Southern Illinois University), Autumn N. Mckeel (Southern Illinois University Carbondale)
Abstract: The current study examined the effect of key components of acceptance and commitment therapy on direct care staff performance. In experiment one, a quasi randomized group experiment was used to compare mindfulness only training with training based on all of the components of ACT. In experiment two a multiple baseline design across direct care staff was used to compare a mindfulness based intervention to an intervention based on identifying values and setting courses of committed action. The impact of the interventions on frequency and quality of staff interactions with people served and co-workers, perceived value of existing performance reinforcement systems, and psychological flexibility will be discussed.
Do As You Say and Then Do It Better: Increasing Customer Satisfaction and Consumer Product Knowledge in a Mercedes-Benz Dealership
AMY KATHERINE LOUKUS (Southern Illinois University), Mark R. Dixon (Southern Illinois University), Oliver Ashtiani (Foley-Sweitzer Mercedes-Benz)
Abstract: Mercedes Benz is a company with a mission: “give our best for customers who expect the best”. The mission is clearly specified and holds utmost importance in the struggling automobile industry. Through the use of technologies derived from the fields of Behavior analysis and Organizational Behavior Management (OBM), this study examined the practice and success of a local Mercedes Benz dealership in fulfilling expectations of high customer satisfaction ratings, a defining measure of the brand. Direct observation of happiness as determined through the use of happiness indices served secondary to the analysis of data provided by completed customer satisfaction surveys. After implementation of interventions tailored to achieving success in appropriate areas, correlating results suggest effectiveness of such interventions and utility of happiness indices as a reliable measure of happiness in customers.



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