ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-524

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-545

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-551

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

Reinforcement processes may underlie decisions frequently found in organizations to escalate investments of time, money, and other resources in strategies (e.g., product development, capital investment, plant expansion) that do not result in immediate reinforcers. Whereas cognitive biases have been proffered in previous explanations, the present analysis suggested that this persistence is a form of resistance to extinction arising from experiences with past investments that were variably reinforced. This explanation was examined in two experiments by varying the pattern of returns and losses subjects experienced for investment decisions prior to experiencing a series of losses. Consistent with the proposed explanation, two conditions resulted in higher levels of recommitment during continuous losses: (a) training using a variable schedule of partial reinforcement, and (b) no training on the task. Results indicate that behavior analysis can be used to understand and control situations in organizations that are prone to escalation, such as investments in the research and development of new product lines and extensions of further loans to customers.

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-561

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-575

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-579

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

It all started innocently enough. One spring‐like winter day, I happened to ask Brendan whether economists ever dealt with escalation.“With what?” he replied.“A phenomenon where people keep investing in the face of continuing losses,” I answered.Then I described how industrial/organizational psychologists had become intrigued with situations in which investors seemed to throw good money after bad, how their explanations for the phenomenon centered on individual characteristics such as commitment, how Sonia Goltz (1992) used a standard bread‐and‐butter operant procedure—fixed and variable schedules of reinforcement—to explain their persistence, and how Goltz's experiments had shown that during the extinction phase investors even increased their investments for a while when the news was all bad.Without a moment's hesitation, he exclaimed, “I bet I can predict the turning point.”Another arrogant‐economist remark, I thought to myself. “How?”“Bayesian updating.”Then we talked at length about Bayesian analysis techniques and how they could be used to predict the shape of extinction curves. I realized that these techniques might be just what psychologists needed as an enticement to study sequences of behavior over time.And that's

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-585

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

A model of ongoing consultation was implemented in a community group home for 8 adults with severe and profound mental retardation. Two consultants, highly experienced in working with people with mental retardation and in the procedures used in group homes, taught staff members to use a token reinforcement system, to engage the adults in a variety of activities, and to improve the content and style of the staff members' interactions with the adults. The consultants taught skills to 9 staff members through brief mini‐workshops, direct observation of the staff members' use of the skills during regular activities in the group home, and individual verbal feedback regarding a staff member's performance of the skills. Evaluation of the ongoing consultation process by the 2 consultants showed it to be effective in improving the performance of the staff members and in changing the behaviors of the adults who lived in the home. Continued implementation of the process, however, appeared to be necessary for the behavior changes of staff members to be maintained at high level

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-599

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

To test the feasibility and utility of involving peers as sources of feedback, 6 subjects, instructors in a vocational program for adults with mental retardation, participated in a staff training and management program. Subjects' teaching interactions were assessed during baseline, in‐service training (on effective teaching), return‐to‐baseline, peer management, and follow‐up phases. Peer management was introduced in multiple baseline fashion across pairs of subjects. Members of each pair were trained to monitor peer teaching, to record and graph data, to provide feedback, and to set goals with the peer. Each pair then performed these procedures on the job for several weeks, during which time 4 of the 6 subjects increased their use of effective teaching methods (over baseline). However, inconsistencies in the magnitude and durability of these increases require that the study be viewed as inconclusive, although it has heuristic value as a promising model for involving co‐workers in staff management

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-611

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY

摘要:

This study established regular implementation of a simple feedback procedure by supervisory nurses with their assistants at a head‐injury treatment center. Five nurses were trained to distribute brief written comments to their assistants about infection‐control practices, including using gloves to avoid contact with body fluids. Following low rates of written feedback, nurses met with the trainer weekly to set goals for using the system, to review feedback rates, and to examine contingent letters of appreciation. Written feedback increased from 0.09 to 0.58 per day. When outcome data on glove use were subsequently added to the feedback provided to nurses, nurses' feedback on glove use increased and overall glove use by assistants increased by 36.7% for 66.7% of assistants who responded to feedback. Assistants rated feedback as highly accurate and indicated some interest in receiving future feedback. However, nurses and assistants expressed a preference for oral over written feedb

ISSN:0021-8855    

DOI:10.1901/jaba.1992.25-621

出版商:Blackwell Publishing Ltd    

年代:1992

数据来源: WILEY