Overview What is (good) interpersonal communication? Who do we need to use excellent interpersonal communication with? Purpose of effective interpersonal communication Important characteristics Using interpersonal communication in ABA settings

What is Good Interpersonal Communication? What it is NOT…. What it is….

What is Interpersonal Communication? “the exchange of information between two or more people. Successful interpersonal communication is when the message senders and message receivers understand the message” - (Wikipedia) What goes into communicating a message? the words how its said body language/gestures facial expressions tone of voice Activity!

Who do we need to use excellent interpersonal communication with? Supervisor Colleagues Direct reports Friends/family/significant others Professors Networking Clients …ideally we use our excellent interpersonal communication skills with everyone! (Bailey and Burch, 2010)

Purpose of Effective Interpersonal Communication To learn about others To help others learn about you To influence others To leave a good impression Ensure everyone understands the message (Bailey and Burch, 2010)

Excellent Communication Characteristics Are Likeable: Warm personality Friendly Empathetic Down to earth Like to laugh and tell stories Real Smile a lot Genuinely interested in others Accepting Forgiving Likeable people are not: Phony Threatening Pushy Rigid Uptight Intense Opinionated Judgmental Brittle (Bailey and Burch, 2010)

Interpersonal Communication in ABA Settings Science is the foundation but… maximum effectiveness depends on the interpersonal communication Most common use is related to implementing and managing a behavior program 7 stages to use interpersonal communication skills (Bailey and Burch, 2010)

7 Stages of Interpersonal Communication with Clients Intake with the client Present your analysis Present treatment plan for approval Preparation and training of the mediator When the intervention is finally in place Online Monitoring, Evaluation and Maintenance Termination (Bailey and Burch, 2010)

Initial Intake with the Client Establish your position with the client Gain trust Show that you respect the client Be a good listener Show confidence in your behavioral approach Display caring attitude Have friendly demeanor Maintain good eye contact Goal is to quickly build good rapport Be aware of body language of the client Show assertiveness and leadership skills Demonstrate your integrity Smile Use the person’s name Be a good listener (Bailey and Burch, 2010)

Keep in Contact Recommend at least once per week OR Prearranged schedule Let them know you have not forgotten Reduce client stress (Bailey and Burch, 2010)

Present Your Analysis Client, client surrogate, department head, VP of human resources or other appropriate people At the meeting start casually and put people at ease. Present your findings and recommendations Be sure to use nontechnical language Eye contact Firm, strong voice to show your confidence Be convincing – want the client to “buy in” to your idea (Bailey and Burch, 2010)

Present Your Analysis Be prepared to negotiate Build your case slowly Be aware of behaviors such as: breaking eye contact, shifting in chair, pushing back from table, rolling eyes, mumbling etc Show the data – make easy to read and visually attractive Answer questions Make use of anecdotes and stories from your own experience Have paper work (treatment plan) ready to be signed (Bailey and Burch, 2010)

Present Treatment Plan for Approval Ideally, this should be low-key and short Firm up the agreement Make explicit request for client consent and cooperation (Bailey and Burch, 2010)

Preparation and Training of the Mediator More likely to be training adults (parents, teachers, paraprofessionals) Challenging to change set ways Don’t like being told what to do Lack confidence in new behaviors Use task analysis Be patient! Model correct behavior, set up role play opportunities, and observe Use generous amounts of positive feedback and approval Ask for help from supervisor/boss if you feel unprepared (Bailey and Burch, 2010)

When the Intervention is Finally in Place Watch closely to make sure protocol is being followed Use descriptive reinforcement Be prepared to troubleshoot Admitting you made a mistake is ok – you’re only human Help give the mediator confidence and strength Shape the mediators behavior (Bailey and Burch, 2010)

Online Monitoring, Evaluation and Maintenance Gradually phase yourself out Drop in occasionally, provide feedback, review data Let them know when you are proud of them Give the mediator credit for success of the project (Bailey and Burch, 2010)

Termination If you gradually fade yourself out the mediator should no longer be dependent on your praise or feedback Can begin think of the person more as a colleague than a client Can have a celebration for the client to say good-bye Make sure it is appropriate Be sure to show appreciation for the hard work put in by the mediator (Bailey and Burch, 2010)

Communicating with Your Boss or Supervisor Be careful what you say Don’t discuss other employees Don’t let them see you as a timid, paranoid, or threatened individual Be open, constructive, flexible and creative Make sure to understand what your boss wants from you (Bailey and Burch, 2010)

Communicating with Colleagues Likeability Trust and respect Rule 1: Do not gossip (activity time!) (Bailey and Burch, 2010)

Communicating with Colleagues Likeability Trust and respect Rule 1: Do not gossip (activity time!) Change the subject Circulating good news you want spread is okay Rule 2: Do not discuss salary or company benefits Unnecessary/inappropriate Can make people feel uncomfortable Rule 3: Be wary of dual relationships (Bailey and Burch, 2010)

Communicating with Direct Reports Supervising others Treat them the way you would want to be treated Be respectful Be the supervisor you once had or did not have Maintain good stimulus control Use reinforcement! (Bailey and Burch, 2010)

Questions

Additional Readings (Bailey and Burch, 2010)

References Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge. Wikipedia and youtube