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| Behavioral Approaches in Complex Settings |
| Monday, May 26, 2008 |
| 9:00 AM–10:20 AM |
| Marquette |
| Area: OBM; Domain: Service Delivery |
| Chair: Travis G. McNeal (Continuous Learning Group) |
| Discussant: Ramona Houmanfar (University of Nevada, Reno) |
| CE Instructor: Manuel A. Rodriguez, M.S. |
| Abstract: The objective of this symposium will be to present some complex issues in business settings, the methodologies introduced to promote behavioral improvement with targeted outcomes, and the results to date. |
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| Complexities in Organizations – A Case Study of Driving Behavioral Changes in a Complex Environment. |
| MANUEL A. RODRIGUEZ (Continuous Learning Group) |
| Abstract: In many instances, organizations bring in consultancies during times of major changes. In late 2006, a telecommunications enterprise brought in CLG to evaluate the 2007 priorities and conclude how behavioral science could help maximize the potential for obtaining performance targets given major changes that would take place in the same year. The existing structure was a matrix organization, with both enablers and barriers impacting progress. Multiple initiatives were in place to drive performance variables across the enterprise and CLG was asked to support a team of leaders across the enterprise to impact the major improvement efforts through behavioral change. The methodology, results, and comments from an OBM perspective will be shared. |
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| Implementing Technological Improvements: Aligning the Consequences. |
| TRAVIS G. MCNEAL (Continuous Learning Group) |
| Abstract: As technology continues to improve and evolve, many organizations seek to gain a competitive advantage by utilizing sophisticated devices and complex software systems. Some organizations have spent millions to license these systems under the belief they will see an immediate return on their investment. However, the implementation of these systems often neglects one important aspect: they fail to take into account existing consequences in the organization. This failure has in some instances led to the complete abandonment of the new systems which resulted in lost money, credibility and in extreme cases, were fatal to the organization. This paper describes how two separate software initiatives were implemented within a Fortune 100 organization using the principles of applied behavior analysis. |
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| Behavioral Cusps in OBM? What, Why, and How! |
| FRANCISCO GOMEZ (Continuous Learning Group) |
| Abstract: Rosales-Ruiz and Baer defined the cusp as a behavior change bringing behavior into contact with new contingencies that have far-reaching consequences. For example, an individual’s learning to read is a behavior change that will likely generate an exponential increase in their repertoire because of access gained to new contingencies, new stimulus controls, new communities of reinforcement, and new cusps. This presentation will offer a description of the cusp-centered approach as applied in the coaching of a consultant in a behaviorally-based business consulting firm. Cusps that would likely generate an exponential increase in the consulting repertoire were identified and their training was implemented. Cusp selection criterion was further defined by a set of business-focused dimensions such as company ROI, organizational system support, and talent progression through the organization. Career milestones that would be reached due to the cusps were predicted, progress to them was tracked and the data will be presented. |
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