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INTERPERSONAL COMMUNICATIONS

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What is interpersonal communication? ... Interpersonal Skills for Behavior Analysis Settings (Bailey & Burch 2010) Interpersonal Communication with Clients ... – PowerPoint PPT presentation

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Title: INTERPERSONAL COMMUNICATIONS


1
INTERPERSONAL COMMUNICATIONS
  • Carolina Lenis
  • Caldwell College

2
Outline
  • Behavior Analyst before and now.
  • What is interpersonal communication?
  • Likeability
  • Interpersonal skills for Behavior Analysis
    settings
  • -Interpersonal communication with clients
  • -Interpersonal communication with supervisors
    and colleagues

3
Behavior Analyst
4
Behavior Analyst
5
Behavior Analyst were thought as
  • Cold and insensitive people.
  • Today we recognize that having excellent
    interpersonal communications is central to
    becoming an effective behavior analyst.
  • (Bailey Burch, 2010)

6
Interpersonal Communication
  • Includes sending and receiving messages between
    two or more individuals.
  • Comprise all aspects of communication such as
    listening, persuading, asserting, nonverbal
    communication, and more.
  • It can be conducted using both direct and
    indirect mediums of communication such as
    face-to-face interaction, as well as
    computer-mediated-communication.

7
Relationships Defining main characteristics
(Rosenfield et al, 1976)
  • Formality
  • Formal Intimate
  • Accessibility The openness.
  • Reciprocity Each person has expectations which
    must be fulfilled.
  • Commitment deep involvement.
  • Spontaneity to engage in spontaneous behavior
    expectations on the other person or group.
  • (Rosenfield, et al, 1976)

8
  • LIKEABILITY is the basis of excellent
    communication skills
  • (Bailey Burch, 2010)

9
What makes a person likeable?
  • Warm personality.
  • Friendly.
  • Empathetic.
  • Real, nonphony, and nonthreatening.
  • (Bailey Burch, 2010)

10
Interpersonal Skills for Behavior Analysis
Settings (Bailey Burch 2010)
  • The maximum effectiveness of the technology
    depend on the interpersonal communications of the
    practitioners.

11
Interpersonal Communication with Clients (Bailey
Burch 2010)
  1. Initial intake with the client.
  2. Present the analysis.
  3. Present treatment plan for approval.
  4. Preparation and training of the mediator
  • Showtime Interpersonal skills when the
    intervention is finally in place.
  • Online monitoring, evaluation and maintenance.
  • Termination.

12
1. Initial Intake with the Client
  • Interview or meeting with the person who
    requested the services.
  • Establish the position in relation to the client.
  • To gain trust you must establish that you
    respect the client (good listener, show
    confidence in your behavioral approach, display a
    caring attitude and have a friendly character).

13
2. Present your Analysis
  • Perform systematic review of information related
    to the case.
  • Publish research on topic. One useful strategy is
    to make use of personal experience stories.
  • Sign treatment plan.
  • Use non technical language, use firm and strong
    voice, and present data in an attractive and easy
    way to read.

14
3. Present Treatment Plan for Approval
  • Depending on the case you may want the client or
    client surrogate to sign the treatment plan. In
    therapy settings a team of professionals will
    sign the plan.
  • Be a good listener and help the clients achieve
    their goals.

15
4. Preparation and Training of the Mediator
  • In behavior analysis most of the heavy lifting is
    done by someone referred to as The Mediator.
  • Training could be challenging and interpersonal
    skills need to be sharp.
  • Break the tasks into smaller elements, clearly
    model behavior, and use positive reinforcement
    and approval. Pay attention to the body language
    of the people you are training.

16
5. Showtime
  • Watch closely to make sure that the mediator is
    following the protocol described in the plan.
  • Use descriptive reinforcement, which is a major
    interpersonal skill for behavior analyst.
  • Be prepared for troubleshooting.
  • Shaping on the performance of the mediator
    provide reinforcers to help give confidence and
    strength.
  • Thin out schedules of reinforcement.

17
6. Monitoring, Evaluation and Maintenance
  • Occasionally check on the case, provide some
    feedback, review the data with mediator and make
    sure are properly logged and recorded.
  • Provide encouragement and let the mediator know
    how proud you are of the work done.
  • Give the mediator the credit for the success of
    the project is the most important skill needed
    during this phase.

18
7. Termination
  • The mediator should not longer be dependent on
    the behavior analyst for praise and feedback.
  • A wrap-up meeting is recommended, or some sort of
    symbolic end to the behavior change process.

19
Interpersonal Communication with Supervisors and
Colleagues (Bailey Burch 2010)
  • With boss or supervisor
  • With colleagues
  • Do not discuss other employees personal
    information.
  • Be open, constructive, flexible, and creative.
  • Understand the problem and what the boss wants
    from you.
  • Do not gossip
  • -Knowing that others can be so interested in
    spreading information, use this tendency to do
    some good.
  • Do not discuss salary or company benefits.
  • Be friendly, cooperative and kind to your
    colleagues.

20
(No Transcript)
21
References
  • Bailey, J Burch, M (2010). 25 Essential skills
    strategies for the professional behavior
    analyst. Experts for maximizing consulting
    effectiveness. Routledge. New York
  • Rosenfield, Hayes, Frentz. (1976). The
    communicative experience.
  • Video from the Movie Hitch, 2005.
  • YouTube Video link Listen Deeply
    Effectively

22
THANK YOU
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