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Chapter 17: Delivering the Ethics Message Effectively

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CHAPTER 17: DELIVERING THE ETHICS MESSAGE EFFECTIVELY Presented by Kevin Pronovost Communication many times people think of communication as talking; but there is ... – PowerPoint PPT presentation

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Title: Chapter 17: Delivering the Ethics Message Effectively


1
Chapter 17 Delivering the Ethics Message
Effectively
  • Presented by Kevin Pronovost

2
Why is communication so essential to delivering
the ethics message?
3
Importance of Communication Skills
  • Know the Guidelines
  • Know the Situation
  • Immediate response
  • Buy some time

4
What do interpersonal skills have to do with
communication? What interpersonal skills do we
need to be effective as behavior analysts?
5
Interpersonal Skills
  • Initial Intake with the client
  • Gain trust Establish respect
  • Build rapport
  • Good listener
  • Show Confidence
  • Caring attitude
  • Friendly demeanor
  • Good eye contact
  • Read body language

6
Provide your analysis
  • Use plain (non-technical) language
  • Good eye contact

7
Provide your analysis
  • Strong voice
  • Signs of disagreement
  • Receiving poor eye contact
  • Shifting in their seat
  • Ask to discuss concerns
  • Do NOT point out behaviors that signal
    disagreement
  • Present data but illustrate with stories,
    anecdotes, and analogies

8
Preparation and training
  • Adults
  • Resistant to change
  • Dont like being told what to do
  • Behavior Analyst needs to be able to break down
    tasks into smaller elements - true task analysis
  • Explain how you want something done
  • Be patient
  • Provide a proper model
  • Role-play situations
  • Set up observations

9
Preparation and training
  • Provide positive feedback
  • Allow them to become confident
  • Read body language (are they overwhelmed or
    bored)

10
Communicating with Colleagues
  • Do not gossip
  • If someone starts to gossip say
  • I dont really want to hear that
  • Lets talk about Billys behavior plan

11
Communicating with Colleagues
  • If you do say somethingSpeak kindly about
    others. It shows
  • You admire others
  • You arent afraid to give credit to others
  • Do not discuss salary or company benefits
  • Causes unnecessary friction

12
Any questions?
13
Persuasion and influence
  • Influence involves changing the attitudes and
    behaviors of other people without using any force
    or show of power. Bailey Burch
  • Persuasion is a process for logically presenting
    your point of view to a group that is responsible
    for making an important decision. Bailey
    Burch
  • Persuasion produces an effect without force,
    while influence involves changing an opinion by
    presenting your view, sometimes by using argument
    or debate

14
Tactics For Using Influence
  • Framing the issue your way presenting the
    discussion in a context with which you feel
    comfortable
  • Using information for influence present relevant
    information and examples, dont necessarily rely
    on data alone
  • Having influence through your technical
    expertise convince them that you not only
    understand their problem, but are uniquely
    trained to deal with it

15
Elements of Persuasion
  • Credibility
  • If you are sincere, honest, reliable, and have
    integrity you develop credibility.
  • Credibility Trust Experience
  • Understand your audience
  • Who are the professionals you are talking to
  • What is their decision making process
  • Does the leader have influence within the group
  • Watch closely for reactions, body language, and
    pause for questions

16
Elements of Persuasion
  • Making a solid case
  • Compelling story
  • Paint a picture of what you want
  • Present your evidence (graphs, charts, diagrams)
  • Anticipate and answer any objections
  • End with a clear statement of what you want done

17
Elements of Persuasion
  • Effectively communicating
  • Begin with a dramatic or compelling story OR
    analyze the problem
  • Present your plan and discuss how it will solve
    the problem
  • Focus on how both individuals and the group will
    benefit

18
Persuasion and influence
  • Remember decisions are made by people with
    feelings
  • Paint a picture, be descriptive
  • Need to be able to tell a story, make it
    relevant, appeal to everyone, have a conclusion
    that is satisfying

19
Delivering the Ethics Message to a Client
  • Dont send mixed messages
  • Dont lie
  • Is there a Company policy

20
Delivering the Ethics Message to a Parent or
Family Member
  • You need to form a relationship built on trust
    and respect
  • Possible Issues
  • Not taking data
  • Making up stories
  • Not carrying out the program
  • Discipline borders on abuse

21
Delivering the Ethics Message to agencies,
supervisors, or administrators
  • Issues
  • Administrators have asked behavior analysts to
  • Make up data or assessment results
  • Say services were needed when they were not
  • Working with a friends child who was not an
    official client

22
Any questions?
23
Scenario 1 Delivering the Message to a Client
  •  
  • What you say
  •  
  • What you do
  • Use an autoclitic (secondary verbal operant in
    which the speakers own verbal behavior functions
    as a MO for additional verbal behavior)
  • State the fact/situation
  • Refer to the guidelines
  • Tell what the guidelines say
  • Summarize
  • Dan, I like you as a friend
  • But I work here and it is not appropriate for
    someone who works here to go out with a client
  • I have something called a Code of Ethics
  • It says I cant go out with clients
  • It would not be appropriate.

24
Scenario 2 Delivering the Message to parents and
family members
  •  
  • What you say
  •  
  • What you do
  • Hi Mrs. M. I noticed your roses
  • how has it been going?
  • how are you feeling about taking the data?
  • This has got to be tough for you
  • this data doesnt make sense
  • In my field, we have a Code of Ethics
  • Cooper could lose his behavioral services.
  • Establish rapport
  • Ask questions/listen
  • Be respectful/understanding of others
  • State the facts/situation
  • Refer to the guidelines
  • Summarize describe what could happen if the
    Guidelines are not followed

25
Scenario 3 Delivering the Message to agencies,
supervisors, or administrators
  •  
  • What you say
  •  
  • What you do
  • So what is it you want me to do?
  • I know you want the facility to do well on the
    review
  • but I have never assessed the clients and this
    would not be right.I really love working here,
    I love the program
  • and I appreciate how much you care about the
    clients.
  • but I have a Code of Ethics to uphold and I
    cant fabricate assessment results
  • How about this? I can schedule assessment
    dates
  • Ask questions
  • Be respectful/understanding of others
  • Present your point of view
  • Reinforce what others are doing right
  • Refer to the guidelines
  • Present a solution

26
Scenario 4 Delivering the Message to non
behavioral professionals
  •  
  • What you say
  •  
  • What you do
  • Ian was polite while Debbie (OT) gave her report.
  • I agree with Debbie that Cassie has motor
    problems etc.
  • I want to talk about the behavioral issues
  • I would like to have tantrums on the plan as a
    target behavior
  • Im bound by a Code of Ethics that says the next
    step is a functional analysis (FA)
  • We need to put the FA and behavior program with
    data collection on her plan.
  • Listen to others
  • Be respectful of others
  • Present your point of view
  • State what you would like to happen
  • Refer to the guidelines
  • Present a solution

27
Scenario 4 Delivering the Message to another
behavioral analyst
  •  
  • What you say
  •  
  • What you do
  • I know you care about people
  • Is there any chance you consult via phone?
  • I dont want to see you get in trouble
  • Have you looked at the Guidelines lately?
  • You could hire BCBAs to work for you.
  • Be respectful of others
  • Ask questions
  • Present your point of view
  • Refer to the guidelines
  • Present a solution

28
Behavior Analyst certification board guidelines
vs. APA code of ethics
  • BACB
  • Guideline 2 The Behavior Analysts
    Responsibility to Clients
  • Guideline 5 - The Behavior Analyst as Teacher or
    Supervisor
  • Guideline 6 The Behavior Analyst and the
    Workplace
  • Guideline 8 - The Behavior Analysts Ethical
    Responsibility to Colleagues
  • Guideline 9 The Behavior Analyst s Responsibility
    to Society
  • APA
  • Standard 3 Human relations
  • Standard 5 Advertising and Other Public
    Statements
  • Standard 7 Education and Training

29
References
  • Bailey, J.S. Burch, M.R. (2010). 25 Essential
    skills Strategies for the professional
    behavior analyst. Routledge
  • Bailey, J.S. Burch, M.R. (2011). Ethics for
    behavior analysts (2nd Expended Edition).
    Routledge
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