1. Ryan Curran, David Garcia, & Stephen Starin (Behavior Analysis, Inc.)
Utilizing Organizational Behavior Management Techniques for Direct Caregivers of Individuals with Developmental Disabilities
Ryan Curran, David Garcia, & Stephen Starin (Behavior Analysis, Inc.)

2. Rationale When should you change tactics?
Previous experience and verbal reports
BSP compliance is more than consequential operations
Immediacy of feedback (Daniels & Daniels, 2004)
Delivering specific information about performance (Daniels & Daniels, 2004)
“Sandwich Method” (Daniels, 2009)
Behavior-Based Safety approach (McSween, 1995)

3. ADT’s and Group Homes are Complicated Work Systems
Limited research available on employee performance for BSP compliance
Competing responsibilities
Feeding individuals
Conducting ADLs
Transporting clients
Daily goals
Limited resources
“Common Sense” approaches often produce immediate desired response

4. Population/ Settings 4 Clients Adult Day Training center in Naples, FL
9 staff members
Group Home in Bonita Springs, FL
Clients 3 & 4
7 staff members
Educational background= primarily high school education
Length of employment= 2 months - 3 years

5. Protocols Addressed (Reid & Parsons, 2002)
Case-specific for respective BSPs
Environmental Set-ups
Antecedent Modifications
Response to Decelerative Target
1 chosen per client
Response to Accelerative Target

6. Baseline Performance feedback on targeted protocols ceased
Performance feedback on non-targeted protocols continued

7. Data sheet (Reid & Parsons, 2002)

8. Task Clarification Memos given out to all staff involved
Case-specific to respective BSP
Some similarities across participants
Staff members were required to sign a document that they received the memo

9. Sample of Task Clarification Memo

10. Feedback Consultant Feedback Management Feedback Clients 1 & 3
Corrective feedback delivered immediately before timed trials
Specific information from previous trial
Delivered generally
Positive feedback delivered immediately after timed trials
Specific information as well as overall score
Delivered specifically
Management Feedback
Clients 2 & 4
Corrective and positive feedback given together given delayed

11. Sample of Management Feedback Sheet

12. Client 1 Compliance

13. Client 1 Corrective Observations

14. Client 1 Positive Observations

15. Client 1 Behaviors

16. Client 2 Compliance

17. Client 2 Corrective Observations

18. Client 2 Positive Observations

19. Client 2 Behaviors

20. Client 3 Compliance

21. Client 3 Corrective Observations

22. Client 3 Positive Observations

23. Client 3 Behaviors

24. Client 4 Compliance

25. Client 4 Corrective Observations

26. Client 4 Positive Observations

27. Client 4 Behaviors

28. Overall Impact on Behavior
Client 1= decrease in aggression & no observable change in functional communication
Client 2= increase in aggression & increase in functional communication
Client 3= SIB decreased at first, but increased later & functional communication increased
Had a medication change at the beginning and end of the project
Client 4= decrease in aggression & no observable change in functional communication

29. Discussion
Biggest improvements were in Environmental Set-ups and Antecedent Modifications
Clients 1 & 3 showed the most dramatic and sustained improvements
Client 2 showed little change overall
Social Significance of “Sandwich Method”

30. Limitations No IOA Group not individual performance
Not the same staff members every time
Inconsistent delivery of management feedback at ADT
Several differences between consultant and management feedback phases
Medication changes for clients 3 & 4
Decreased interaction during observations
Certain protocols contingent on the behavior of the client
Different # of trials in ADT and group home
Possible response generalization
No maintenance phase

31. Future Research Multiple sets of protocols
Focus on individual performance
Further analyze consultant vs. management feedback
Further analyze immediate vs. delayed feedback
Data collection accuracy

32. Special Thanks
Anjali Van Drie
Jill Emmick
Fran O’Donnell
Julie Demao

33. References
Alvero, A.M., Bucklin, B.R., Austin, J. (2001). An Objective Review of the Effectiveness and Essential Characteristics of Performance in Organizational Settings ( ). Journal of Organizational Behavior Management, 21(1), Braksick, L. W. (2000). Unlock Behavior, Unleash Profits. New York, NY: The McGraw Hill Companies, Inc. Daniels, A. C. (2000). Brining Out the Best In People. New York, NY: The McGraw Hill Companies, Inc. Daniels, A.C & Daniels, J.E. (2004). Performance Management: Changing Behavior That Drives Organizational Effectiveness. Atlanta, GA : Performance Management Publications Daniels, A. C. (2009). Oops! 13 Management Practices That Waste Time and Money (and what to do instead). Atlanta, GA: Performance Management Publications McSween, T. E. (1995). The Values-Based Safety Process: Improving Your Safety Culture with a Behavioral Approach. New York, NY: International Thomson Publishing, Inc. Reid, D. H. & Parsons, M. B. (2002). Working With Staff to Overcome Challenging Behavior Among People Who Have Severe Disabilities: A Guide for Getting Support Plans Carried Out. Morgantown, NC: Habilitative Management Consultants, Inc.

34. Any Questions?
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