2. o The response-contingent o The response-contingent
o Presentation of o Presentation of a reinforcer
o An aversive condition o Resulting in an increased frequency
o Resulting in a decreased frequency of o Of that response.
that response
o The response-contingent o The response-contingent
o Removal of a reinforcer, o Prevention of an aversive condition,
o Resulting in a decreased frequency o Resulting in an increased frequency
o Of that response, o Of the response.
o The response-contingent o The response-contingent
o Prevention of a reinforcer, o Prevention of the loss of a reinforcer,
o Resulting in a decreased frequency o Resulting in an increased frequency
o Of that response. o Of that response.
o The response-contingent o The response-contingent
o Prevention of removal of an aversive o Removal of an aversive condition,
condition, o Resulting in an increased frequency
o Resulting in a decreased frequency o Of that response.
o Of that response
2
3. 2 2
Definition: Definition:
Motivating Operation Contingency Control
2 2
Definition: Definition:
Behavioral Contingency Rule-Governed Behavior
2 2
Definition: Definition:
Rule Delayed Reinforcement and Punishment
2 2
Definition: Definition:
Rule Control Immediate Reinforcement and Punishment
3
4. o Direct control of behavior by a o A procedure or condition
contingency o That affects learning and performance
o Without the involvement of rules o With respect to
o A particular reinforcer or aversive
condition
o Behavior under the control of a rule o The occasion for a response
o The response, and
o The outcome of the response
o Delivery of a reinforcer or aversive o A description of a behavioral
condition contingency
o Between one and sixty seconds after
the response
o Delivery of a reinforcer or aversive o The statement of a rule
condition o Controls the response
o No more than one second after the o Described in that rule.
response
4
5. 2 2
Definition: Definition:
Delayed Delivery of a Reinforcer or aversive Indirect-acting contingency
condition
2 2
General Rule: Definition:
The Sixty-Second Rule Effective Analogs to Behavioral
Contingencies
2 2
Definition: General Rule:
Direct-acting Contingency Rule Control
2 3
Definition: Definition:
The Three Steps of Performance Management Effective Contingency
5
6. o A contingency that controls the o Delivery of a reinforcer or aversive
response condition
o But not because the outcome o More than sixty seconds after the
o Reinforces or punishes that response response
o Contingencies identical to behavioral o Outcomes that follow the response by
contingencies, more than sixty seconds
o Except the outcomes are too delayed o Are too delayed to reinforce or punish
o To reinforce or punish o That response
o The causal response
o Start looking for rule control o A contingency for which
o If behavior is controlled by an outcome o The outcome of the response
o That follows the response o Reinforces or punishes that response
o By more than 60 seconds
o A contingency that controls behavior. o Specification
o Observation
o Consequation
6
7. 3 3
Definition: Definition:
Ineffective Contingency The Mythical Cause of Poor Self-Management
(False Principle)
3 3
Definition: Definition:
Rules that are easy to follow The real cause of poor self-management
(true principle)
3 3
Definition: Definition:
Rules that are hard to follow Immediate Reinforcement and punishment
3 3
Definition: Definition:
Effective analogs to behavioral contingencies Delayed Reinforcement and punishment
7
8. o Poor self-management occurs o A contingency that does not control
o because immediate outcomes control behavior.
our behavior
o better than delayed outcomes do
o Poor self-management results from o Describe outcomes that are
o Poor control by rules describing o Both sizeable
o Outcomes that are either o And probable
o Too small (though often of cumulative o The delay isn’t crucial
significance)
o Or too improbable
o The delay isn’t crucial
o Delivery of a reinforcer or aversive o Describe outcomes that are
condition o Either too small (though often of
o No more than one second after the cumulative significance)
response o Or too improbable
o The delay isn’t crucial
o Delivery of a reinforcer or aversive o Contingencies identical to behavior
condition contingencies,
o Between one and sixty seconds after o Except the outcomes are too delayed
the response o To reinforce or punish the causal
response
8
9. 3 4
Definition: Criterion:
Delayed Delivery of a Reinforcer or Aversive Natural Contingency Test
condition
4 4
Criterion: Definition:
Same Response Test Quality of Life
4 4
Definition: Criterion:
Natural Contingency Quality of Life Test
4 4
Definition: Criterion:
Performance-Management Contingency Ineffective Contingency Test
9
10. o Does the natural contingency exist o Delivery of a reinforcer or aversive
prior to performance management? condition
o More than sixty seconds after the
response.
o The physical, psychological, social, o Is the response the same in all three
and spiritual well-being contingencies?
o Of an individual or society.
o Does the natural contingency have an o A contingency that occurs in nature,
outcome or cumulative outcome o Without being designed
o That affects the quality of life of the o By a performance manager to control
individual or society? behavior.
o Is the contingency ineffective? (The o A contingency that does not occur in
change in size or probability of the nature
outcome is too small to control o And is designed by a performance
behavior) manager
o To control behavior
10
11. 4 5
Definition: Criterion:
Natural Avoidance Contingencies Planned Contingency Test
4 5
Definition: Criterion:
Small Outcome Analog to Avoidance Test
4 5
Definition: Definition:
Improbable Outcome Analog to Avoidance Contingency
5 5
Definition: Definition:
Performance Management Contingency Indirect-acting Contingency
11
12. o Is the contingency added and planned? o Natural contingencies can be any of the
(Designed to manage performance) avoidance contingencies and their
analogs
o If an indirect-acting contingency is o The change in the size of the outcome
designed o From the before condition to the after
o To increase or maintain performance condition
o Is it an analog to avoidance? o Is too small to control behavior
o An indirect-acting contingency o The change in the probability of the
o Because of the delay greater than 60 outcome
seconds o From the before condition to the after
o Between the response and the time condition
when the aversive event would have o Is too small to control behavior
occurred
o A contingency that controls the o A contingency that does not occur in
response, but nature
o Not because the outcome reinforces or o And is designed
punishes the response. o By a performance manager to control
behavior
12
13. 5 5
Criterion: Definition:
Deadlines for Avoidance Test The sizable outcome
5 5
Criterion: Definition:
Explicit Deadline Test The probable outcome
5 5
General Rule: Criterion:
The ineffective performance-management Analog to Punishment Contingency Test
contingency
5 6
Criterion: Definition:
Effective Contingency Test The two-factor theory of avoidance
13
14. o The change in the size of the outcome o Is a deadline used only for analogs to
o from the before condition to the after avoidance
condition o and not for analogs to punishment?
o is large enough to control behavior.
o The change in the probability of the o Is the avoidance deadline explicitly
outcome stated as
o from the before condition to the after o part of the SD?
condition
o is large enough to control behavior.
o If an indirect acting contingency is o DO NOT fail to classify a contingency
designed o as a performance-management
o to decrease performance, contingency
o is it an analog to penalty or o just because it is ineffective.
punishment?
o The warning stimulus becomes o Is the change in size and probability of
o a learned aversive stimulus, the outcome is large enough to control
o through pairing with the original behavior?
aversive stimulus;
o and the so-called avoidance response
o is really reinforced by the contingent
termination of the warning stimulus
o not by the avoidance of the original
aversive stimulus
14
15. 6 6
Definition: Criterion:
Theoretical contingency Escape Contingency Test
6 6
Criterion: Criterion:
Need for Theoretical Contingency Test Punishment Contingency Test
6 6
Criterion: Criterion:
Inferred Test Linked to Performance Management Test
6 9
Criterion: General Rule:
The Direct-acting Test Rule control by direct acting contingencies
15
16. o If the performance-management o An inferred,
contingency o direct-acting contingency
o is designed to increase or maintain o that explains the effectiveness of the
performance o indirect-acting performance –
o is the theoretical contingency an management contingency
escape
o contingency?
o If the performance management o Is the theoretical, direct-acting
contingency is designed to decrease contingency used
performance, o only when the performance-
o is the inferred theoretical contingency management contingency is indirect-
o a punishment contingency? acting,
o and not when the performance-
management contingency is direct –
acting?
o Is the theoretical contingency related to o Is the theoretical contingency inferred
o the performance-management rather than observable?
contingency,
o and NOT to the ineffective natural
contingency?
o If the description of a contingency o Is the theoretical contingency direct-
controls behavior acting?
o on first contact with that contingency,
o then this must be rule control,
o even if the contingency is direct-
acting.
16
17. 9 9
Definition: Review Definition:
The two-factor theory of avoidance Quality
9 9
Definition: Definition:
Value-altering procedure Quantity
9 9
Definition: Definition:
Analog value-altering procedure Timeliness
9 9
Definition: Definition:
The four main organizational outcome Cost
measures
17
18. o The degree of excellence or accuracy. o The warning stimulus becomes
o a learned aversive stimulus
o through pairing with the original
aversive stimulus
o an the so-called avoidance response is
really reinforced
o by the contingent termination of the
warning stimulus,
o not by the avoidance of the original
aversive stimulus.
o The amount, number, volume or rate. o Principle that the pairing procedure
o converts a neutral stimulus
o into a learned reinforcer
o or learned aversive condition.
o The extent to which something is o Telling someone that a neutral stimulus
completed promptly or by a deadline. o will be paired with
o a reinforcer or aversive condition
o makes that stimulus
o a learned reinforcer or aversive
condition.
o The amount of dollars and/or effort to o Quantity
complete something. o Quality
o Timeliness
o Cost
18
19. 9 9
Definition: Definition:
Two crucial process measures Feedback
9 10
Definition: General Rule:
The six steps of behavioral systems analysis Needed rules
9 10
Definition: General Rule:
Job aid Ineffective performance management
9 10
Definition: Definition:
The process vs. product general rule Victim blaming
19
20. o Nonverbal stimuli o Engagement – the amount of
o or verbal statements percentage of time on task.
o contingent on past behavior that can o Safety – freedom from danger or risks.
guide future behavior.
o If the person needs to know the rule for o Analyze the natural contingencies.
the contingency to control behavior, o Specify the performance objectives.
o then he contingency is not direct- o Design an intervention.
acting. o Implement the intervention.
o Evaluate the intervention.
o Recycle through the previous steps
until you achieve your objectives.
o Ineffective performance management o An object not necessary for the job
often: o but one that helps to do the job.
o provides excessive information about
the natural contingencies,
o attempts to increase the value of the
natural outcomes,
o or addresses unconscious
psychodynamic motivation.
o Saying the victim of the problem o Intervene on the process,
o is the cause of the problem. o not just the product,
o when intervention on the product
o is insufficient.
20
21. 10 11
Definition: Definition:
The Performance-Management Model The noble organization
of Cultural Change
10 11
Definition: Definition:
Culture The noble goal of behavior analysis
10 11
Definition: Review Definition:
The three steps of performance management The six steps of behavioral systems analysis
10 11
Definition: Definition:
Traditional performance-management Performance management
procedures
21
22. o The organization that works for the o To manage and change the behavior of
well-being of humanity. o members of a culture,
o you must manage and change the
behavior
o of all levels within that culture.
o To save the world with behavioral o A set of behavioral contingencies
analysis. o to manage the performance of
o members of a group.
o Analyze the natural contingencies. o Specification.
o Specify the performance objectives. o Observation.
o Design an intervention. o Consequation.
o Implement the intervention.
o Evaluate the intervention.
o Recycle through the previous steps
until you achieve your objectives.
o The addition, removal, or changing of o Provide a rule describing the natural
a behavioral contingency contingency and
o with the intent to change or maintain o use motivating operations and
performance. antecedents to affect
o a direct-acting inferred theoretical
contingency
o based on the natural contingency.
22
24. o A fact, an example, a definition, or o Instruction resulting from the six steps
some combination. of
o A question. o behavioral systems analysis.
o An opportunity for the learner to
answer.
o Feedback on the correctness of the
answer,
o and possibly on why the answer is
correct or incorrect.
o A written rule statement describing o The goals,
o the desired or undesired behavior, o procedures and results
o the occasion when that behavior should o of an intervention
or should not occur, o are socially acceptable to
o and the added outcome for that o the client,
behavior o the behavior analyst, and
o society.
o The response-contingent o A determination of instructional
o presentation of a reinforcer, objectives
o resulting in an increased frequency of o based on the performance of experts
that response. o where the learned repertoire is to be
used.
o The response-contingent o An analysis of complex behavior
o removal of an aversive condition, o and sequences of behavior
o resulting in an increased frequency of o into their component responses
that response.
24
25. 12 12
Definition: Definition:
Punishment Contingency Punishment by Prevention of Removal
Contingency
12 12
Definition: Definition:
Penalty Contingency Punishment by Prevention of a Reinforcer
Contingency
12 12
Definition: Definition:
Avoidance Contingency Rule
12 12
Definition: Definition:
Avoidance-of-Loss Contingency Rule Control
25
26. o The response-contingent o The response-contingent
o prevention of a removal of an aversive o presentation of an aversive condition
condition o resulting in a decreased frequency of
o resulting in a decreased frequency of that response.
that response.
o The response-contingent o The response-contingent
o prevention of a reinforcer o removal of a reinforcer
o resulting in a decreased frequency of o resulting in a decreased frequency of
that response. that response.
o A description of a behavioral o The response-contingent
contingency. o prevention of an aversive condition
o resulting in an increased frequency of
that response.
o The statement of a rule o The response-contingent
o controls the response o prevention of loss of a reinforcer
o described in that rule. o resulting in an increased frequency of
that response.
26
27. 12 12
Definition: Definition:
Contingency Control Rules that are Easy to Follow
12 12
Definition: Definition:
Immediate Reinforcement and Punishment Rules that are Hard to Follow
12 12
Definition: Definition:
Delayed Reinforcement and Punishment The Mythical Cause of Poor Self-Management
(False Principle)
12 12
Definition: Definition:
Delayed Delivery of a Reinforcer or The Real Cause of Poor Self-Management (True
Aversive Condition Principle)
27
28. o Describe contingencies with outcomes o Direct control of behavior by a
that are contingency,
o both sizable o without the involvement of rules.
o and probable.
o The delay isn’t crucial.
o Describe contingencies with outcomes o Delivery of a reinforcer or aversive
that are condition
o either too small (though often of o no more than one second after the
cumulative significance) response.
o or too improbable.
o The delay isn’t crucial.
o Poor self-management occurs o Delivery of a reinforcer or aversive
o because immediate outcomes control condition
our behavior o between one and sixty seconds after
o better than delayed outcomes do. the response.
o Poor self-management results from o Delivery of a reinforcer or aversive
o poor control by rules describing condition
outcomes o more than sixty seconds after the
o that are either too small (though often response.
of cumulative significance)
o or too improbable.
o The delay isn’t crucial.
28
29. 12 12
Definition: Definition:
Victim Blaming The Four Main Organizational Outcome
Measures
12 12
Definition: Definition:
The Performance Management Model of Two Crucial Process Measures
Cultural Change
12 12
Definition: Definition:
Traditional Performance Management Natural Contingency
Procedures
12 12
Definition: Definition:
Cultural Change Model Performance Management Contingency
29
30. o Quantity o Saying the victim of the problem is the
o Quality cause of the problem.
o Timeliness
o Cost
o Engagement- amount or percentage of o To manage and change the behavior
time on task. o of the members of a culture,
o Safety- freedom from danger or risks. o you must manage and change the
behavior
o of all levels within that culture.
o A contingency that occurs in nature o Provide a rule describing the natural
o without being designed by a contingency and
performance manager o use motivating operations
o to control behavior. o and antecedents
o to affect a direct-acting, inferred
theoretical contingency based on the
natural contingency.
o A contingency that does not occur in o Client
nature o Supervisor
o and is designed by a performance o Administrator
manager o Legislator
o to control behavior. o Public
o Lobby (special interest) group
30
31. 12 12
Definition: Definition:
Theoretical Contingency Front End Analysis
12 12
Definition: Definition:
The Noble Organization Performance Contract (Behavioral Contract or
Contingency Contract)
12 13
Definition: Review Definition:
The Noble Goal of Behavior Analysis Reinforcer (Positive Reinforcer)
12 13
Definition: Review Definition:
Performance Management Aversive Condition (Negative Reinforcer)
31
32. o A determination of instructional o An inferred,
objectives o direct-acting contingency
o based on the performance of experts o that explains the effectiveness
o where the learned repertoire is to be o of the indirect-acting performance-
used. management contingency.
o A written rule statement describing o The organization that works for the
o the desired or undesired behavior, well-being of humanity.
o the occasion when that behavior should
or should not occur,
o and the added outcome for that
behavior.
o Any stimulus, event, or condition o To save the world with behavior
o whose presentation immediately analysis.
follows a response
o and increases the frequency of that
response.
o A stimulus, event, or condition o The addition,
o whose termination immediately o removal,
follows a response, and o or changing of a behavioral
o increases the frequency of that contingency
response. o with the intent to change or maintain
performance.
32
33. 13 13
Review Definition: Definition:
Stimulus, Event, or Condition Test Warning Stimulus Confusion
13 14
Review Definition: General Rule:
Value-Altering Procedure Preschool Fatalism
13 14
Definition: General Rule:
Warning Stimulus The Best Predictor
13 13
Review Definition: Definition:
The Two-Factor Theory of Avoidance Concurrent Contingencies
33
34. o People think the warning stimulus is an o The before and after condition
SD. o must be a stimulus, event, or condition.
o It’s not.
o Values and repertoire o Principle that the pairing procedure
o acquired in early childhood o converts a neutral stimulus
o often persist throughout adulthood, o into a learned reinforcer
o in spite of efforts to change them. o or learned aversive condition.
o The best predictor of future behavior o A stimulus that precedes
o is past behavior. o the presentation of
o an aversive condition
o and thus becomes a learned aversive
condition.
o The warning stimulus becomes
o More than one contingency of o a learned aversive stimulus
reinforcement or punishment o through pairing with the original
o is available at the same time. aversive stimulus;
o and the so-called avoidance response is
really reinforced by the contingent
termination of the warning stimulus,
o not by the avoidance of the original
aversive stimulus.
34
35. 14 14
Definition: Definition:
Personality The Error of Reification
14 15
Definition: Criterion:
Aggression Reinforcer Linked to Performance Management
14 15
Definition: Criterion:
Instrumental Aggression The Ineffective Performance-Management
Contingency Test
14 15
General Rule: Definition:
Personality as Cause vs. Description Learning
35
36. o To call a process or activity a thing. o Values and repertoire
o that are consistent
o across settings and time.
o Is the theoretical contingency related to o Stimuli resulting from acts of
the PM contingency aggression.
o and not to the ineffective natural
contingency?
o Do not fail to classify a contingency as o Aggression reinforced by some
a performance-management outcome other than the automatic
contingency aggression reinforcers.
o just because it’s ineffective.
o A change in values and repertoire. o Do not confuse a personality as a
description of behavior
o with a personality as a cause of
behavior.
36
37. 15 15
Definition: Definition:
Need for Theoretical Contingency Test The Fallacy of Historical Control
15 15
Definition: Definition:
Performance Achievement Place Model
15 15
Definition: Definition:
Learning vs. Performance Confusion Performance Maintenance
15 15
Definition: Definition:
The Behavioral History vs. Current Value-Altering Principle
Contingencies Issue
37
38. o The erroneous belief that o Is the theoretical, direct-acting
o we can easily manage performance contingency
o simply by providing the proper o used only when the performance-
behavioral history management contingency is indirect-
o with little regard to the current acting
contingencies. o and not when the performance-
management contingency is direct-
acting?
o A group home o Emitting a learned response.
o with teaching parents,
o a comprehensive token economy,
o and decreasing frequencies of
performance-contract reviews.
o The continuing of performance o We often think we’re teaching
o after it was first established. o when we’re only managing
performance.
o And we often think training is the
solution,
o when we only need to manage
performance.
o Principle that the pairing procedure o How much does current performance
o converts a neutral stimulus result from
o into a learned reinforcer o behavioral history vs.
o or learned aversive condition. o current contingencies?
38
39. 15 16
Definiton: Review Definition:
Transfer of Training Culture
15 16
Definition: Review Definition:
Preschool Fatalism Preschool Fatalism
16 16
Review Definition: Review Definition:
The Error of Reification Task Analysis
16 16
Definition: Review Definition:
The Error of the Circular Explanation The Six Steps of Behavioral Systems Analysis
39
40. o A set of behavioral contingencies o Performance established
o to manage the performance of o at one time in one place
o members of a group. o now occurs in a different time and
place.
o Values and repertoire o Values and repertoire
o acquired in early childhood o acquired in early childhood
o often persist throughout adulthood, o often persist throughout adulthood,
o in spite of efforts to change them. o in spite of efforts to change them.
o An analysis of complex behavior o To call a process or activity a thing.
o and sequences of behavior
o into their component responses.
o Analyze the natural contingencies. o To infer the cause of an event,
o Specify the performance objectives. o and to then use the event
o Design an intervention. o as the proof of the cause.
o Implement the intervention.
o Evaluate the intervention.
o Recycle through the previous steps
until you achieve your objectives.
40
41. 16 17
Definition: Definition:
Functional Assessment The Error of the Circular Explanation
16 17
Definition: Review Definition:
The Problems with Labels. Behavior
17 17
Review Definition: Review Definition:
Behavioral World View The Law of Effect
17 17
Review Definition: Definition:
The Error of Reification Learned Reinforcer (Secondary or
Conditioned Reinforcer)
41
42. o To infer the cause of an event
o and to then use that event o An analysis
o as the proof of the cause. o of the contingencies
o responsible for behavioral problems.
o A muscle, glandular, or electrical o Labels imply false causes.
activity. o Labels discourage functional analyses.
o Labels discourage seeing similarities
between problems.
o All psychological phenomena are
behavioral.
o The effects of our actions o The behavior involved is usually
o determine whether we will repeat operant.
them. o Thus, the behavior is controlled by
some sort of reinforcement or
punishment contingency.
o Essentially all psychological
phenomena involve contingencies
controlling behavior.
o A stimulus, event, or condition that is a o To call a process of activity a thing.
reinforcer
o because it has been paired with another
reinforcer.
42
43. 17 19
Definition: Definition:
Learned Aversive Condition (Secondary or Natural Contingencies Guideline
Conditioned Aversive Condition)
17 19
Definition: Review Definition:
Law of Stimulus Control Value-Altering Procedure
19 19
Definition: Review Definition:
Contingency Descriptions Guideline The Two-Factor Theory of Avoidance
19 19
Definition: Definition:
In Vivo Exposure Phobic Stimulus, Event, or Condition
43
44. o Any contingency or its analog o A stimulus, event, or condition that is
o can be a natural contingency. an aversive condition
o because it has been paired with another
aversive condition.
o Principle that the pairing procedure o The effects of behavioral contingencies
o converts a neutral stimulus o tend to be restricted to settings similar
o into a learned reinforcer to those in
o or learned aversive condition. o which those contingencies have
occurred.
o The warning stimulus becomes
o a learned aversive stimulus
o through pairing with the original o Contingency descriptions say
aversive stimulus; o what can happen if the response occurs
o and the so-called avoidance response is o but not whether the response occurs.
really reinforced by the contingent
termination of the warning stimulus,
o not by the avoidance of the original
aversive stimulus.
o A learned aversive stimulus, event, or o Direct exposure to a learned aversive
condition stimulus
o whose aversiveness is inconvenient. o without it being further paired with the
backup aversive stimulus.
44
46. o Agreement to a course of action. o Saying the victim of the problem is the
cause of the problem.
o All psychological phenomena are
o Following an agreed-upon course of behavioral.
action. o The behavior involved is usually
operant.
o Thus, the behavior is controlled by
some sort of reinforcement or
punishment contingency.
o Essentially all psychological
phenomena involve contingencies
controlling behavior.
o Is the delay or the probability of the o More than one contingency
outcome o of reinforcement or punishment
o specified in the before and after o is available at the same time.
condition?
o A reinforcer for which
o repeated exposure
o is a motivating operation.
46
