John Austin

A Preliminary Examination of the Effects of Observer Presence on Work-Related Behavior in a Simulated Office

The current study evaluated the effects of prolonged observer presence on individuals work-related behavior within sessions and across sessions. Participants were three undergraduate students who transcribed articles at a computer workstation in a simulated office setting. Overall, participants demonstrated increases and decreases in their work-related behavior in the presence of an observer. The demonstration of spontaneous recovery suggests that those decreases were due to fatigue, not habituation. Although limitations exist in the current study, this study represents an initial step toward examining behavioral habituation in humans to prolonged observer presence. Future researchers are encouraged to conduct analog studies with more participants, and various observer presence schedules, to determine whether performance changes to direct observation are habituation, fatigue, attention-related changes, or some other confound.

A Classroom Demonstration of Self-Monitoring, Reactivity, and Interobserver Agreement

A brief classroom demonstration designed to introduce students to the concepts of self-monitoring, reactivity, and interobserver agreement is presented. The demonstration provides students with opportunities to monitor their own behavior, record the behavior of others, and calculate interobserver agreement percentages. Results of using the demonstration with students from two classes are presented.

Leadership’s Role in Process Safety: An Understanding of Behavioral Science Among Managers and Executives Is Needed

ABSTRACT A recent prevalence of high visibility catastrophic events has garnered increased attention to process safety issues. While the use of Behavior-Based Safety interventions demonstrate a reduction in workplace injuries by targeting employee behavior, we believe that process safety requires a greater focus on the behavior of leaders (e.g., creating and executing strategy). One effective method to begin targeting leader behavior for the improvement of process safety is to teach leaders about the principles of behavior, including ways by which the science may be applied within their own organizational models.

An Evaluation of the Consultant Workshop Model in a Human Service Setting

ABSTRACT The purpose of the present study was to document and evaluate an application of the consultant-workshop model commonly employed by Organizational Behavior Management consultants. The consultation took place in a nonprofit human service setting that delivers behavioral services to children diagnosed with autism and their families. Workshop attendees were 13 senior therapists each of whom oversaw six to eight instructor therapists who provided behavioral services to clients. The training took place three years prior to this evaluation across five months and four workshop sessions. Participants learned to pinpoint, measure, diagnose, and intervene and then they presented their project at the last workshop and these projects were documented. When possible, follow-up information was gathered to determine the extent to which this approach facilitated maintenance of the projects and generalization to other opportunities for performance improvement. Results indicated that projects were, in general, very effective. At follow-up, some components of the projects remained in place and limited evidence indicated that the performance improvements maintained or generalized. Based on the findings, recommendations for improving the workshop model are provided.