Organizational Behavior Leadership: Facilitating the transition from rigorous research to real-world application.: E. Scott Geller Center for Applied Behavior Systems Virginia Tech Presented to: Organizational Behavior Management Conference State-of-the-Art OBM: Optimizing the Transition from Research to Practice January 20-21st, 2005 Sarasota, Florida Organizational Behavior Leadership: Facilitating the transition from rigorous research to real-world application. Organizational Behavior Leadership: Facilitating the transition from rigorous research to real-world application.


Our Mission: Big Our Mission Our Mission To Make a Big Difference in business in the community in people’s quality of life Make-A-Difference, Inc. Since 1987.


A Big Difference Requires 4 Stages.: A Big Difference Requires 4 Stages. A Big Difference Requires 4 Stages. Dissemination Evaluation Intervention Selection


The Disconnect Between OBM Research and Consulting:: The Disconnect Between OBM Research and Consulting: The Disconnect Between OBM Research and Consulting: Select (the marketable problem) Design & Implement (the solution) Evaluate (the results) Disseminate (and capture the market) Researchers’ Mastery Consultants’ Mastery


We Haven’t Made a Big Splash.: We Haven’t Made a Big Splash. We Haven’t Made a Big Splash. Our I/O Psychology peers are constantly introducing terms like “empowerment”, “conscientiousness”, “culture”, and “The Big 5”. Buzz words get the public’s attention but not OBM.


We don’t address the buzz.: We don’t address the buzz. We don’t address the buzz. Buzz is not behavioral Buzz is not part of our behavioral jargon Buzz is not rigorous Buzz has no common definition OBM researchers are not rewarded for buzzing We say “you can’t manage what you can’t measure”


Example Buzz: Positive Psychology: Example Buzz: Positive Psychology Example Buzz: Positive Psychology “The overriding goal of Positive Psychology is to increase the tonnage of happiness on the planet. The first step in the process is reliable measurement of positive emotion and positive traits” (Seligman, 2004). “Authentic Happiness: Using the New Positive Psychology to Realize your Potential for Lasting Fulfillment” by Martin E. P. Seligman (2004). The Authentic Happiness Newsletter “is intended to show practical strategies for integrating the principles of Authentic Happiness into your own life and into the lives of others”.


Slide8: Authentic Happiness by Martin E. P. Seligman From the author of Learned Optimism...


Slide9: Do You Seek Success or Avoid Failure? Failure Success Accepter Seeker Failure Overstriver Avoider Failure Avoiding Success Seeking Low High Low High Do You Seek Success or Avoid Failure?


Example Buzz: Entitlement: Example Buzz: Entitlement Example Buzz: Entitlement Psychological Entitlement is a stable and pervasive sense that one deserves more than others (Campbell et al., 2004). “The Sins of Wages” by William B. Abernathy (2001).


Psychological Entitlement Scale: Psychological Entitlement Scale Psychological Entitlement Scale In the following section, please respond to the following 9 items using the number that best reflects your own beliefs. Use the following 7-point Likert scale, ranging from 1 (Strong Disagreement) to 7 (Strong Agreement). I honestly feel I’m just more deserving than others. Great things should come to me. If I were on the Titanic, I would deserve to be on the first lifeboat! I demand the best because I’m worth it.


Psychological Entitlement Scale (cont.): Psychological Entitlement Scale (cont.) Psychological Entitlement Scale (cont.) I do not necessarily deserve special treatment. I deserve more things in my life. People like me deserve an extra break now and then. Things should go my way. I feel entitled to more of everything.


Example Buzz: Emotional Intelligence: Example Buzz: Emotional Intelligence Example Buzz: Emotional Intelligence Emotional intelligence is “the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships”. (Goleman, 1997, p.317)


Five Basic Emotional and Social Competencies Define Emotional Intelligence.Adapted from Goleman (1997, p. 318): Five Basic Emotional and Social Competencies Define Emotional Intelligence. Five Basic Emotional and Social Competencies Define Emotional Intelligence. Adapted from Goleman (1997, p. 318) 1. Self-awareness: Knowing what we are feeling at the moment; a realistic assessment of our abilities. 2. Self-regulation: Handling our emotions so they facilitate rather than hinder ongoing behavior; delaying gratification to pursue goals. 3. Motivation: Self-discipline to persevere in the face of setbacks and frustrations.


Five Basic Emotional and Social Competencies Define Emotional IntelligenceAdapted from Goleman (1997, p. 318): Five Basic Emotional and Social Competencies Define Emotional Intelligence Five Basic Emotional and Social Competencies Define Emotional Intelligence Adapted from Goleman (1997, p. 318) Empathy: Sensing other people’s feelings, taking their perspective, and cultivating supportive rapport. 5. Social Skills: Reading social situations accurately and interacting effectively to settle conflict and/or facilitate constructive collaboration.


Example Buzz: Empowerment: Example Buzz: Empowerment Example Buzz: Empowerment Management Definition: “giving people more to do with fewer resources” Psychological Definition: “feeling competent and in control”


Slide17: Ask Three Questions to Determine Empowerment. Ask Three Questions to Determine Empowerment. Response- Efficacy “It will work.” Self-Efficacy “I can do it.” Outcome-Expectancy “The effect is worth the effort.” 1 3 2 4 I can do it and it and it will work. I’m motivated to make it work. I can and want to do it. I’m empowered to make a difference.


Example Buzz: Actively Caring: Example Buzz: Actively Caring Example Buzz: Actively Caring Self-Efficacy “I can do it” Response-Efficacy “It will work” Personal Control “I’m in control” Optimism “I expect the best” Outcome-Expectancy “The effect is worth the effort” 1. I can make a valuable difference. 2. We can make valuable differences. 3. I’m a valuable team member. 4. We can make valuable differences.


Example Buzz:People-Based Safety TM: S T C A Example Buzz: People-Based Safety TM Example Buzz: People-Based Safety TM Behavior-Based Person-Based People-Based Acts Coaching Thinking Seeing


I/O Psychology and OBM are Distinct Disciplines.: I/O Psychology and OBM are Distinct Disciplines I/O Psychology and OBM are Distinct Disciplines. I/O Psychology Roots in personality and social psychology Theory development Deductive focus Internal human factors Personality traits Subjective measures OBM Roots in experimental behavior analysis Intervention development Inductive focus External factors Person states Behavioral measures


I/O Psychology and OBM are Distinct Disciplines.: I/O Psychology and OBM are Distinct Disciplines I/O Psychology and OBM are Distinct Disciplines. I/O Psychology Find generic relationships Between-subject comparisons Surveys & laboratory simulations Statistical analysis Construct & criterion validity Antecedents to behavior Why did that happen? OBM Show functional control Within-subject comparisons Field studies Visual inspection Social validity Consequences after behavior How to make that happen?


The Consultant’s Cycle: The Consultant’s Cycle The Consultant’s Cycle BUZZ ABC’s Behaviorally Define Package Marketable Language


The Researcher’s Cycle: The Researcher’s Cycle The Researcher’s Cycle ABC’s Behaviorally Define Evaluation Scholarship


OBM’s Potential: OBM’s Potential OBM’s Potential BUZZ ABC’s Behaviorally Define Package Marketable Language Evaluation Scholarship Consultant’s Mastery Researcher’s Mastery


Slide27: Overview of Summit Activities Day 1 7:00pm – Welcome and Introductions Followed by a Group European dinner Day 2 8:30am – Group Breakfast (Lodge Porch) 9:30am-11am – Discussion of Mission 11am-12:30pm – Qualities of Effective Leaders 12:30pm-1:30pm – Group Lunch 1:30pm-2:45pm – The Psychology of Change 2:45pm-4pm – Group Discussion 4pm-6pm – Free Time for Various Activities (e.g., Caving, Tennis, Swimming, Hiking, Deluxe Workout Facility, Horseshoes, Sand Volleyball) 7pm-9pm – South African Dinner 9pm – Facilitated Porch Discussions Day 3 8am-9:30am – Group Yoga Session by a Certified Yoga Instructor 9:30am-10:30am – Group Breakfast 10:30am-1pm – Culture Enrichment 1pm-2pm – Group Lunch 2pm-5:30pm – Customized Learning Sessions 6:30pm-8:30pm – Roundup Barbecue 8:30pm-11:30pm – Networking Social Featuring Live Music by “Magic Moments” Day 4 9am-10am – Group Breakfast 10am – 12pm – Group Discussion 12pm – Closing Comments and Evaluation


Where will be in 2007?: Where will be in 2007? In this decade of behavior with positive psychology:


We have a technology that works: We have a technology that works And we applied it to important social issues Environment Safety Education We based our “interventions” on sound research Time and again we demonstrated meaningful change - on the small scale…


But we didn’t make a big splash: But we didn’t make a big splash We didn’t have clear enough consequences or more direct acting contingencies As researchers we didn’t speak the language of the people we were trying to reach So we also could not generate enough interest in what we were doing


Show me the money…: Show me the money… Our personal ABCs led us to where the $ was because $ is a reliable operationalized indicator of “interest” plus it is mighty reinforcing in a secondary kind of way. Behavior-Based Safety was that market for many of us.


Success: Success (BRAG-TIME HERE) Allied Signal, American Standard, ARCO Chemical, AT&T, Bayer, Bechtel, BF Goodrich, BHP Cooper, Cargill, Coca-Cola, Champion International, Chevron, Corning, ExxonMobil, Eli Lilly, Florida Power & Light, Ford, General Motors, Georgia-Pacific, Hercules, Hewlett-Packard, Hoechst Celanese, Koch Refining, Leprino Foods, Lockheed, Lucent Technologies, Monsanto, Pacificorp, Power Bar, Rohm and Haas, Solutia, Textron, 3M, Toyota, TrusJoist MacMillan, Union Pacific Railroad, Wal-Mart, Westinghouse, Westvaco, Weyerhaeuser, and Wisconsin Electric.


So we hand these clients over to our competitors: So we hand these clients over to our competitors Who base their product on buzz instead of behavior design instead of data communalities instead of contingencies stories instead of science


So what is OBM’s competitive advantage?: So what is OBM’s competitive advantage? We are Behavior-based Data-based and Science-based And we have the network But we do not seize on this opportunity because there is a disconnect between our science and our practice


Different reinforcers: Different reinforcers Researcher Collaboration Sign away copyright Data Consultant Competition Copyright to self Sales


The Response Cost: The Response Cost Researchers Overcoming the “language barrier” Spending more time evaluating ABC before intervening and publishing Consultant Slower to market Spending more time evaluating before packaging


The Team can reduce the response costs: The Team can reduce the response costs Researcher Mastery in evaluation Consultant Mastery in diagnosis (ABCs) And increase the reinforcers Researcher Access to field sites Funding Consultant Marketing based on real data Proven product results


The statisticians did it!: The statisticians did it! A strict interpretation of variance Applied to a real-world problem By a team of researchers and consultants Gave us TQM And made consultants rich.


An example from Behavioral Safety: An example from Behavioral Safety A C T S ction oaching hinking eeing