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Organizational Behavior Management (OBM) Network
The Organizational Behavior Management (OBM) Network exists to support the growth and vitality of Organizational Behavior Management. This site contains articles and information on the science of applying behavior analysis to business to improve organizational performance and safety.
What is Organizational Behavior Management (OBM)?
- Organizational Behavior Management practices help organizations to get the results they want.
- Organizational Behavior Management practices produce significant and measurable outcomes.
- Organizational Behavior Management comprises a research base of methods and applications with proven effectivenesss in the areas of work motivation, supervisory effectiveness, leadership and executive coaching, injury reduction, quality improvement, change management, incentive and reward systems, reinforcement and feedback systems, performance management, and behavior-based safety.
- Organizational Behavior Management has demonstrated performance improvements of more than 100% and savings of millions of dollars in many industries, including: Chemical and petro-chemical, financial, human services, manufacturing, paper, transportation, utilities, and many others!
- Organizational Behavior Management is the only scientific approach to improving performance by applying the concepts and principles of applied behavior analysis. Behavior analysis is the psychology aimed at how environmental variables affect behavior. Applying the science of behavior analysis is the only sure way to fully understand behavior at both the organizational and individual levels.
Some of our featured free articles:
A Systems Critique of Gilbert’s PIP’s
In Human Competence: Engineering Worthy Performance, Gilbert describes a seven step ‘performance audit’. Accomplishments and requirements are identified and then exemplar and typical performances are determined. An index of Potential for Improvement Performance (PIP) is computed and then the value or ‘stakes’ of the improvement potential is assessed. Gilbert summarizes this process by stating, “Remember, our only reason for measuring is to discover our opportunities for performance engineering.”
Na primeira edição de Values-based Safety Process, o autor Terry Mcsween escreveu
"ninguém conduziu até agora uma pesquisa definitiva sobre os efeitos de empregados conduzindo observações nos seus próprios locais de trabalho" (p. 24). Nós achamos essa afirmação interessante e merecedora de uma investigação mais detalhada. Ao discutir esta questão com outros pesquisadores e praticantes da área, decidimos que existia interesse geral suficiente para que pesquisas adicionais sobre o processo de observação fossem realizadas. Muitos praticantes que foram questionados achavam que era evidente que empregados que conduziam observações a respeito da segurança de seus colegas trabalhavam de maneira mais segura como resultado de tais observações. No entanto, essa afirmação não havia sido cientificamente comprovada. Feedback e processos de observação são componentes críticos do gerenciamento de segurança comportamental (behavior-based safety, BBS), mas, curiosamente, existem vários estudos sobre os efeitos de feedback, enquanto estudos sobre os efeito da observação são quase inexistentes. Estes fatores fizeram nossa tarefa mais interessante e mais desafiadora. Então com essas consideração, começamos nossa busca para determinar se empregados que conduzem observações de segurança de fato trabalham de forma mais segura como resultado dessas observações. Nós nomeamos esse efeito hipotético de "efeito do observador".
The Sacred and the Secular in OBM
The purpose of this article is to comment briefly on some observations and trends we have noted within the OBM movement as a way to offer a preview of a paper we will present at the upcoming ABA conference in May. Various aspects of the project we will present are at least loosely related to the observations and trends we identify herein. From our perspective, one clear trend is that OBM appears to be undergoing a period of “secularism” wherein some of its more “sacred” interventions are being questioned. Numbered among these “sacred” traditions are the regular use by OBM practitioners of feedback (Alvero, Bucklin, & Austin, 2001; Balcazar, Hopkins, & Suarez, 1986; Kluger & DiNisi, 1996), goal setting (Fellner & Sulzer-Azaroff, 1984), and social reinforcement (O’Hara, Johnson, & Beehr, 1985). Of these, feedback arguably is the most foundational in that it typically has served as the first treatment upon which other OBM interventions are superimposed (following a components-analysis-like method).
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