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46 Cards in this Set
- Front
- Back
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Behavior can be modified regardless of what their attitudes might be, but once the behavior has changed, the attitude usually follows. |
Behaviorism or behavior modification
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Why people do what they do...
Behavior that is followed by a __________ consequence will tend to repeat itself. |
positive
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any consequence that occurs after an action, and increases the frequency of that action is called a ________ ___________. |
positive reinforcer. |
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Negative behavior that is _____________ reinforced, will continue to ____________ in frequency. |
positively, increase |
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3 sources of reward and puishment on the job |
The work The fellow workers The manager |
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George Kelly said about Believing the right things for success.... |
"People dont do illogical things on purpose, what they do appears perfectly logical to them at the time they are doing it." |
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Why dont employees do what they are supposed to do? |
Because they dont know what they are supposed to do, or they dont know how to do it, or they think they are doing it correctly, or there are obstacles beyond their control, or personal limits, or no one could do it. |
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Why do employees continue to do things wrong when they think they are doing it right?
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lack of direction and the lack of feedback.
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Communication is ____________ transmission, and not __________ transmission. |
thought, information |
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The most critical part of coaching is |
To get agreement that a problem exists. |
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The coaching process is broken down into these 2 parts |
step 1. Analyzing the reasons why unsatisfactory performance is occurring, called coaching analysis.
step 2. The face to face discussion you conduct to get the subordinate to change, called coaching. |
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Performance is |
the things he is paid to do. |
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"people do what they do.... |
because of the consequences of what they do." |
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The overall purpose of the coaching analysis is to answer what question? |
"what is influencing unstaisfactory performance?" |
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Coaching Analysis step 1. Identify... |
the unsatisfactory performance. |
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Coaching Analysis step 2. If its not important... |
Dont waste your time on it, forget it. Is it worth your time? |
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Coaching Analysis step 3. |
their performance is not what it should be.
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Performance problems caused by the lack of feedback can only be solved by.. |
providing feedback to the worker. |
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Coaching Analysis Step 4. "Do subordinates know what.... |
is supposed to be done? and when? LET THEM KNOW! |
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Coaching Analysis step 5. "Are there obstacles... |
beyond their control" REMOVE THEM! |
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Coaching Analysis step 6. "Do Subordinates know... |
how to do it?" PROVIDE TRAINING OR PRACTICE! |
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"If the student hasn't learned.... |
the teacher hasnt taught.' |
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Coaching Analysis step 7. "Does Negative consequence..... |
follow performance?" CHANGE THE CONSEQUENCE OR TRANSFER THE INDIVIDUAL! |
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If the negative concequences cannot be removed, the solution is..... |
to provide positive consequences where there are none, to counter balance the negative consequences. |
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Coaching Analysis step 8. "Does positive consequence..... |
follow nonperformance?" CHANGE THE CONSEQUENCE! |
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Coaching Analysis step 9 "Could subordinates do it.... |
if they wanted to?" REDIRECT THE SUBORDINATES BEHAVIOR THROUGH THE COACHING DISCUSSION |
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The Face to face step 1. "Getting an agreement... |
that a problem exists." They have to say it. |
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There are only 2 resons that convince a subordinate a problem exists...
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1. He perceives that the results or outcomes of what he is doing wrong or failing to do right affects the people around him.
2. He percieves the consequences to himself if there is no change. |
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Face to Face step 2 "Mutually discuss... |
alternative solutions." WHAT THE SUBORDINATE WILL DO DIFFERENTLY |
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Face to Face step 3 "Mutually agree on...... |
action to be taken to solve the problem." IDENTIFY WHAT WILL BE DONE AND WHEN |
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Face to Face step 4
"Follow up to insure that.... |
agreed upon action has been taken."
FOLLOW UP IS THE PROCESS OF FINDING OUT WHETHER THE SUBORDINATE IS DOING WHAT HE IS SUPPOSED TO DO. |
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Face to Face step 5
"Recognize any..... |
achievement."
WHEN IN DOUBT, DO IT NOW. |
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For every action, there are two possible consequences to the individual... |
A positive consequence or a negative consequence |
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Behavior that is followed by a negative consequence or painful event... |
will decrease in frequency. |
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The side effect of using negative consequence is that... |
people become apprehensive, or may react aggressively. |
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Instead of directing your attention to behavior you DONT WANT, direct your attention to... |
behavior you DO WANT. |
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If you believe the wrong things about your subordinates, those beliefs will be the basis for you to do the ______ things to solve problems with your suboordinates. |
wrong |
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If you want people to select better alternatives, let them ____________ the ______________ of the alternative they are selecting, and give them more alternatives to select from. |
understand the consequences |
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You can spend up to __________% of your time on Step One of the coaching process. |
50%. "getting them to agree a problem exists" |
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The quickest and most effective way to get an epmloyee to percieve consequences is to get him to... |
tell the concequences to you. |
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The second most common reason for manager failure is all functions at all levels is... |
LACK OF FOLLOWUP |
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The onlyreason you are there as a manager is to do everything within your power to help your suboordinates be... |
as successful as possible. |
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Timeliness is a critical aspect of the _________ _____ process. |
follow up. |
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Herzbergs theory is that people are motivated by achievement, not ______________. |
failure. |
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When the desired behavior change becomes part of the individuals repertoire, and occurs with normal expected frequency your reinforcement should ____________. |
decrease. |
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If the coaching session doesnt work, you have a new coaching session, this time about... |
not doing what he is supposed to do. |
