Interpersonal Communications Chapter 8 25 Essential Skills and Strategies for the Professional Behavior Analyst Sandra R. Gomes Ethics and Professionalism Caldwell College

Overview What makes a person likeable Interpersonal skills for behavior analysis settings Seven Stages Initial intake with client Present your analysis Present treatment plan for approval Preparation and training of the mediator Intervention in place Monitoring, Evaluation, and Maintenance Termination Interpersonal communications with everyone else Summary

What makes a person likeable? Warm personality Friendly Empathetic Accepting and forgiving Smiling a lot Not being pushy

Likeability: When, Where & with Whom? When is it important to display likeable behaviors? Where is important to display likeable behaviors? With Whom is it important to display likeable behaviors? Get an objective evaluation if possible Colleague Supervisor Professor

Interpersonal Skills for Behavior Analysis Settings “Maximum effectiveness of the technology depends on the interpersonal communications of its practitioners” Seven Stages Interpersonal communication with clients (Initial intake with the client)

Seven Stages (Continued) Present your analysis Review the case Meet with the client or client surrogate Build your case slowly Show data you may have Use anecdotes and stories from own experience Sign treatment plan/business contract

Seven Stages (Continued) Present treatment plan for approval Final plan for approval Firm up an agreement for your proposal Explicit request for client consent and cooperation (guideline 4.01) In therapy settings, a team of professionals will sign the plan, indicating their consent

Seven Stages (Continued) Preparation and training of the mediator Training the mediator (e.g., parent, teacher, or paraprofessional) Training in business settings Create task analyses Be patient Model desired behavior Take data Provide positive feedback (e.g., role play)

Seven Stages (Continued) Showtime: Intervention is finally in place Make sure that your newly trained mediator is following protocol Use descriptive reinforcement Troubleshoot Shape performance of the mediator Raise the bar Thin schedule of reinforcement

Seven Stages (Continued) Online monitoring, evaluation, and maintenance Gradually phase yourself out Maintenance phase Provide encouragement Termination Wrap things up

Interpersonal Communications with Everyone Else Communicating with your boss or supervisor Do not discuss other employees Give away personal information in a weak moment Do not appear to be timid, paranoid, or a threatened individual Be flexible, constructive, open to feedback and pay close attention

Interpersonal Communications with Everyone Else Communicating with your colleagues Rule # 1: Do not gossip Rule # 2: Do not discuss salary or benefits Private matter between employer and employee Rule # 3: Be wary of dual relationships

Interpersonal Communications with Everyone Else Communicating with direct reports “Try to be the supervisor you always wanted but never had!” Make sure you have good stimulus control when describing goals and objectives Use clear descriptions of desired behaviors Be precise Analyze situations Finally: Reinforcement

Summary Be a likeable person Show a caring attitude Be friendly but professional Be prepared in meetings Deliver content so that others understand it Give plenty of positive feedback

Reference Bailey, J., & Burch, M. (2001). 25 Essential skills & strategies for the professional behavior analyst. New York: Routledge.

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