psy 4600/6710 flash cards (blue)
TRANSCRIPT
1Definition:
Reinforcement Contingency
1Definition:
Punishment Contingency
1Definition:
Avoidance Contingency
1Definition:
Penalty Contingency
1Definition:
Avoidance-of-Loss Contingency
1Definition:
Punishment-by-prevention-of-a-reinforcer Contingency
1Definition:
Escape Contingency
1Definition:
Punishment-by-prevention-of-removal Contingency
1
o The response-contingento Presentation ofo An aversive conditiono Resulting in a decreased frequency of
that response
o The response-contingento Presentation of a reinforcero Resulting in an increased frequencyo Of that response.
o The response-contingento Removal of a reinforcer,o Resulting in a decreased frequencyo Of that response,
o The response-contingento Prevention of an aversive condition,o Resulting in an increased frequencyo Of the response.
o The response-contingento Prevention of a reinforcer,o Resulting in a decreased frequencyo Of that response.
o The response-contingent o Prevention of the loss of a reinforcer,o Resulting in an increased frequencyo Of that response.
o The response-contingento Prevention of removal of an aversive
condition,o Resulting in a decreased frequencyo Of that response
o The response-contingento Removal of an aversive condition,o Resulting in an increased frequency o Of that response.
2
2Definition:
Motivating Operation
2Definition:
Contingency Control
2Definition:
Behavioral Contingency
2Definition:
Rule-Governed Behavior
2Definition:
Rule
2Definition:
Delayed Reinforcement and Punishment
2Definition:
Rule Control
2Definition:
Immediate Reinforcement and Punishment
3
o Direct control of behavior by a contingency
o Without the involvement of rules
o A procedure or conditiono That affects learning and performanceo With respect too A particular reinforcer or aversive
condition
o Behavior under the control of a rule o The occasion for a responseo The response, and o The outcome of the response
o Delivery of a reinforcer or aversive condition
o Between one and sixty seconds after the response
o A description of a behavioral contingency
o Delivery of a reinforcer or aversive condition
o No more than one second after the response
o The statement of a ruleo Controls the responseo Described in that rule.
4
2Definition:
Delayed Delivery of a Reinforcer or aversive condition
2Definition:
Indirect-acting contingency
2General Rule:
The Sixty-Second Rule
2Definition:
Effective Analogs to Behavioral Contingencies
2Definition:
Direct-acting Contingency
2General Rule:Rule Control
2Definition:
The Three Steps of Performance Management
3Definition:
Effective Contingency
5
o A contingency that controls the response
o But not because the outcomeo Reinforces or punishes that response
o Delivery of a reinforcer or aversive condition
o More than sixty seconds after the response
o Contingencies identical to behavioral contingencies,
o Except the outcomes are too delayedo To reinforce or punisho The causal response
o Outcomes that follow the response by more than sixty seconds
o Are too delayed to reinforce or punisho That response
o Start looking for rule controlo If behavior is controlled by an outcomeo That follows the responseo By more than 60 seconds
o A contingency for whicho The outcome of the responseo Reinforces or punishes that response
o A contingency that controls behavior. o Specificationo Observationo Consequation
6
3Definition:
Ineffective Contingency
3Definition:
The Mythical Cause of Poor Self-Management (False Principle)
3Definition:
Rules that are easy to follow
3Definition:
The real cause of poor self-management (true principle)
3Definition:
Rules that are hard to follow
3Definition:
Immediate Reinforcement and punishment
3Definition:
Effective analogs to behavioral contingencies
3Definition:
Delayed Reinforcement and punishment
7
o Poor self-management occurso because immediate outcomes control
our behavioro better than delayed outcomes do
o A contingency that does not control behavior.
o Poor self-management results fromo Poor control by rules describing o Outcomes that are eithero Too small (though often of cumulative
significance)o Or too improbableo The delay isn’t crucial
o Describe outcomes that areo Both sizeable o And probableo The delay isn’t crucial
o Delivery of a reinforcer or aversive condition
o No more than one second after the response
o Describe outcomes that areo Either too small (though often of
cumulative significance)o Or too improbableo The delay isn’t crucial
o Delivery of a reinforcer or aversive condition
o Between one and sixty seconds after the response
o Contingencies identical to behavior contingencies,
o Except the outcomes are too delayedo To reinforce or punish the causal
response
8
3Definition:
Delayed Delivery of a Reinforcer or Aversive condition
4Criterion:
Natural Contingency Test
4Criterion:
Same Response Test
4Definition:
Quality of Life
4Definition:
Natural Contingency
4Criterion:
Quality of Life Test
4Definition:
Performance-Management Contingency
4Criterion:
Ineffective Contingency Test
9
o Does the natural contingency exist prior to performance management?
o Delivery of a reinforcer or aversive condition
o More than sixty seconds after the response.
o The physical, psychological, social, and spiritual well-being
o Of an individual or society.
o Is the response the same in all three contingencies?
o Does the natural contingency have an outcome or cumulative outcome
o That affects the quality of life of the individual or society?
o A contingency that occurs in nature,o Without being designed o By a performance manager to control
behavior.
o Is the contingency ineffective? (The change in size or probability of the outcome is too small to control behavior)
o A contingency that does not occur in nature
o And is designed by a performance manager
o To control behavior
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4Definition:
Natural Avoidance Contingencies
5Criterion:
Planned Contingency Test
4Definition:
Small Outcome
5Criterion:
Analog to Avoidance Test
4Definition:
Improbable Outcome
5Definition:
Analog to Avoidance Contingency
5Definition:
Performance Management Contingency
5Definition:
Indirect-acting Contingency
11
o Is the contingency added and planned? (Designed to manage performance)
o Natural contingencies can be any of the avoidance contingencies and their analogs
o If an indirect-acting contingency is designed
o To increase or maintain performanceo Is it an analog to avoidance?
o The change in the size of the outcomeo From the before condition to the after
conditiono Is too small to control behavior
o An indirect-acting contingencyo Because of the delay greater than 60
secondso Between the response and the time
when the aversive event would have occurred
o The change in the probability of the outcome
o From the before condition to the after condition
o Is too small to control behavior
o A contingency that controls the response, but
o Not because the outcome reinforces or punishes the response.
o A contingency that does not occur in nature
o And is designedo By a performance manager to control
behavior
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5Criterion:
Deadlines for Avoidance Test
5Definition:
The sizable outcome
5Criterion:
Explicit Deadline Test
5Definition:
The probable outcome
5General Rule:
The ineffective performance-management contingency
5Criterion:
Analog to Punishment Contingency Test
5Criterion:
Effective Contingency Test
6Definition:
The two-factor theory of avoidance
13
o The change in the size of the outcomeo from the before condition to the after
conditiono is large enough to control behavior.
o Is a deadline used only for analogs to avoidance
o and not for analogs to punishment?
o The change in the probability of the outcome
o from the before condition to the after condition
o is large enough to control behavior.
o Is the avoidance deadline explicitly stated as
o part of the SD?
o If an indirect acting contingency is designed
o to decrease performance,o is it an analog to penalty or
punishment?
o DO NOT fail to classify a contingencyo as a performance-management
contingencyo just because it is ineffective.
o The warning stimulus becomeso a learned aversive stimulus,o through pairing with the original
aversive stimulus;o and the so-called avoidance responseo is really reinforced by the contingent
termination of the warning stimuluso not by the avoidance of the original
aversive stimulus
o Is the change in size and probability of the outcome is large enough to control behavior?
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6Definition:
Theoretical contingency
6Criterion:
Escape Contingency Test
6Criterion:
Need for Theoretical Contingency Test
6Criterion:
Punishment Contingency Test
6Criterion:
Inferred Test
6Criterion:
Linked to Performance Management Test
6Criterion:
The Direct-acting Test
9General Rule:
Rule control by direct acting contingencies
15
o If the performance-management contingency
o is designed to increase or maintain performance
o is the theoretical contingency an escape
o contingency?
o An inferred,o direct-acting contingencyo that explains the effectiveness of theo indirect-acting performance –
management contingency
o If the performance management contingency is designed to decrease performance,
o is the inferred theoretical contingency o a punishment contingency?
o Is the theoretical, direct-acting contingency used
o only when the performance-management contingency is indirect-acting,
o and not when the performance-management contingency is direct –acting?
o Is the theoretical contingency related to o the performance-management
contingency,o and NOT to the ineffective natural
contingency?
o Is the theoretical contingency inferred rather than observable?
o If the description of a contingency controls behavior
o on first contact with that contingency,o then this must be rule control,o even if the contingency is direct-
acting.
o Is the theoretical contingency direct-acting?
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9Definition: Review
The two-factor theory of avoidance
9Definition:
Quality
9Definition:
Value-altering procedure
9Definition:Quantity
9Definition:
Analog value-altering procedure
9Definition:Timeliness
9Definition:
The four main organizational outcome measures
9Definition:
Cost
17
o The degree of excellence or accuracy. o The warning stimulus becomeso a learned aversive stimuluso through pairing with the original
aversive stimuluso an the so-called avoidance response is
really reinforcedo by the contingent termination of the
warning stimulus,o not by the avoidance of the original
aversive stimulus.
o The amount, number, volume or rate. o Principle that the pairing procedureo converts a neutral stimuluso into a learned reinforcero or learned aversive condition.
o The extent to which something is completed promptly or by a deadline.
o Telling someone that a neutral stimuluso will be paired witho a reinforcer or aversive conditiono makes that stimuluso a learned reinforcer or aversive
condition.
o The amount of dollars and/or effort to complete something.
o Quantityo Qualityo Timelinesso Cost
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9Definition:
Two crucial process measures
9Definition:Feedback
9Definition:
The six steps of behavioral systems analysis
10General Rule:Needed rules
9Definition:
Job aid
10General Rule:
Ineffective performance management
9Definition:
The process vs. product general rule
10Definition:
Victim blaming
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o Nonverbal stimulio or verbal statementso contingent on past behavior that can
guide future behavior.
o Engagement – the amount of percentage of time on task.
o Safety – freedom from danger or risks.
o If the person needs to know the rule for the contingency to control behavior,
o then he contingency is not direct-acting.
o Analyze the natural contingencies.o Specify the performance objectives.o Design an intervention.o Implement the intervention.o Evaluate the intervention.o Recycle through the previous steps
until you achieve your objectives.
o Ineffective performance management often:
o provides excessive information about the natural contingencies,
o attempts to increase the value of the natural outcomes,
o or addresses unconscious psychodynamic motivation.
o An object not necessary for the jobo but one that helps to do the job.
o Saying the victim of the problemo is the cause of the problem.
o Intervene on the process,o not just the product,o when intervention on the producto is insufficient.
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10Definition:
The Performance-Management Modelof Cultural Change
11Definition:
The noble organization
10Definition:
Culture
11Definition:
The noble goal of behavior analysis
10Definition:
The three steps of performance management
11Review Definition:
The six steps of behavioral systems analysis
10Definition:
Traditional performance-managementprocedures
11Definition:
Performance management
21
o The organization that works for the well-being of humanity.
o To manage and change the behavior of o members of a culture,o you must manage and change the
behavioro of all levels within that culture.
o To save the world with behavioral analysis.
o A set of behavioral contingencieso to manage the performance ofo members of a group.
o Analyze the natural contingencies.o Specify the performance objectives.o Design an intervention.o Implement the intervention.o Evaluate the intervention.o Recycle through the previous steps
until you achieve your objectives.
o Specification.o Observation.o Consequation.
o The addition, removal, or changing of a behavioral contingency
o with the intent to change or maintain performance.
o Provide a rule describing the natural contingency ando use motivating operations and antecedents to affecto a direct-acting inferred theoretical contingencyo based on the natural contingency.
22
11Definition:
Programmed instruction
11Definition:
Instructional frame
11Definition:
Social validity
11Review Definition:
Performance contact (behavioral contact)
11Definition:
Front-end analysis
12Definition:
Reinforcement contingency
11Definition:
Task analysis
12Definition:
Escape contingency
23
o A fact, an example, a definition, or some combination.
o A question.o An opportunity for the learner to
answer.o Feedback on the correctness of the
answer,o and possibly on why the answer is
correct or incorrect.
o Instruction resulting from the six steps of
o behavioral systems analysis.
o A written rule statement describingo the desired or undesired behavior,o the occasion when that behavior should
or should not occur,o and the added outcome for that
behavior
o The goals,o procedures and resultso of an interventiono are socially acceptable too the client,o the behavior analyst, ando society.
o The response-contingento presentation of a reinforcer,o resulting in an increased frequency of
that response.
o A determination of instructional objectives
o based on the performance of expertso where the learned repertoire is to be
used.
o The response-contingento removal of an aversive condition,o resulting in an increased frequency of
that response.
o An analysis of complex behavioro and sequences of behavioro into their component responses
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12Definition:
Punishment Contingency
12Definition:
Punishment by Prevention of Removal Contingency
12Definition:
Penalty Contingency
12Definition:
Punishment by Prevention of a Reinforcer Contingency
12Definition:
Avoidance Contingency
12Definition:
Rule
12Definition:
Avoidance-of-Loss Contingency
12Definition:
Rule Control
25
o The response-contingento prevention of a removal of an aversive
conditiono resulting in a decreased frequency of
that response.
o The response-contingento presentation of an aversive conditiono resulting in a decreased frequency of
that response.
o The response-contingento prevention of a reinforcero resulting in a decreased frequency of
that response.
o The response-contingento removal of a reinforcero resulting in a decreased frequency of
that response.
o A description of a behavioral contingency.
o The response-contingento prevention of an aversive conditiono resulting in an increased frequency of
that response.
o The statement of a ruleo controls the responseo described in that rule.
o The response-contingento prevention of loss of a reinforcero resulting in an increased frequency of
that response.
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12Definition:
Contingency Control
12Definition:
Rules that are Easy to Follow
12Definition:
Immediate Reinforcement and Punishment
12Definition:
Rules that are Hard to Follow
12Definition:
Delayed Reinforcement and Punishment
12Definition:
The Mythical Cause of Poor Self-Management (False Principle)
12Definition:
Delayed Delivery of a Reinforcer or Aversive Condition
12Definition:
The Real Cause of Poor Self-Management (True Principle)
27
o Describe contingencies with outcomes that are
o both sizableo and probable.o The delay isn’t crucial.
o Direct control of behavior by a contingency,
o without the involvement of rules.
o Describe contingencies with outcomes that are
o either too small (though often of cumulative significance)
o or too improbable.o The delay isn’t crucial.
o Delivery of a reinforcer or aversive condition
o no more than one second after the response.
o Poor self-management occurso because immediate outcomes control
our behavioro better than delayed outcomes do.
o Delivery of a reinforcer or aversive condition
o between one and sixty seconds after the response.
o Poor self-management results fromo poor control by rules describing
outcomeso that are either too small (though often
of cumulative significance)o or too improbable.o The delay isn’t crucial.
o Delivery of a reinforcer or aversive condition
o more than sixty seconds after the response.
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12Definition:
Victim Blaming
12Definition:
The Four Main Organizational Outcome Measures
12Definition:
The Performance Management Model of Cultural Change
12Definition:
Two Crucial Process Measures
12Definition:
Traditional Performance Management Procedures
12Definition:
Natural Contingency
12Definition:
Cultural Change Model
12Definition:
Performance Management Contingency
29
o Quantityo Qualityo Timelinesso Cost
o Saying the victim of the problem is the cause of the problem.
o Engagement- amount or percentage of time on task.
o Safety- freedom from danger or risks.
o To manage and change the behavioro of the members of a culture, o you must manage and change the
behavioro of all levels within that culture.
o A contingency that occurs in natureo without being designed by a
performance managero to control behavior.
o Provide a rule describing the natural contingency and
o use motivating operationso and antecedentso to affect a direct-acting, inferred
theoretical contingency based on the natural contingency.
o A contingency that does not occur in nature
o and is designed by a performance manager
o to control behavior.
o Cliento Supervisoro Administratoro Legislatoro Publico Lobby (special interest) group
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12Definition:
Theoretical Contingency
12Definition:
Front End Analysis
12Definition:
The Noble Organization
12Definition:
Performance Contract (Behavioral Contract or Contingency Contract)
12Definition:
The Noble Goal of Behavior Analysis
13Review Definition:
Reinforcer (Positive Reinforcer)
12Definition:
Performance Management
13Review Definition:
Aversive Condition (Negative Reinforcer)
31
o A determination of instructional objectives
o based on the performance of expertso where the learned repertoire is to be
used.
o An inferred,o direct-acting contingencyo that explains the effectivenesso of the indirect-acting performance-
management contingency.
o A written rule statement describingo the desired or undesired behavior,o the occasion when that behavior should
or should not occur,o and the added outcome for that
behavior.
o The organization that works for the well-being of humanity.
o Any stimulus, event, or conditiono whose presentation immediately
follows a responseo and increases the frequency of that
response.
o To save the world with behavior analysis.
o A stimulus, event, or conditiono whose termination immediately
follows a response, ando increases the frequency of that
response.
o The addition,o removal,o or changing of a behavioral
contingencyo with the intent to change or maintain
performance.
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13Review Definition:
Stimulus, Event, or Condition Test
13Definition:
Warning Stimulus Confusion
13Review Definition:
Value-Altering Procedure
14General Rule:
Preschool Fatalism
13Definition:
Warning Stimulus
14General Rule:
The Best Predictor
13Review Definition:
The Two-Factor Theory of Avoidance
13Definition:
Concurrent Contingencies
33
o People think the warning stimulus is an SD.
o It’s not.
o The before and after conditiono must be a stimulus, event, or condition.
o Values and repertoireo acquired in early childhoodo often persist throughout adulthood,o in spite of efforts to change them.
o Principle that the pairing procedureo converts a neutral stimuluso into a learned reinforcero or learned aversive condition.
o The best predictor of future behavioro is past behavior.
o A stimulus that precedes o the presentation ofo an aversive conditiono and thus becomes a learned aversive
condition.
o More than one contingency of reinforcement or punishment
o is available at the same time.
o The warning stimulus becomeso a learned aversive stimuluso through pairing with the original
aversive stimulus;o and the so-called avoidance response is
really reinforced by the contingent termination of the warning stimulus,
o not by the avoidance of the original aversive stimulus.
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14Definition:Personality
14Definition:
The Error of Reification
14Definition:
Aggression Reinforcer
15Criterion:
Linked to Performance Management
14Definition:
Instrumental Aggression
15Criterion:
The Ineffective Performance-Management Contingency Test
14General Rule:
Personality as Cause vs. Description
15Definition:Learning
35
o To call a process or activity a thing. o Values and repertoireo that are consistento across settings and time.
o Is the theoretical contingency related to the PM contingency
o and not to the ineffective natural contingency?
o Stimuli resulting from acts of aggression.
o Do not fail to classify a contingency as a performance-management contingency
o just because it’s ineffective.
o Aggression reinforced by some outcome other than the automatic aggression reinforcers.
o A change in values and repertoire. o Do not confuse a personality as a description of behavior
o with a personality as a cause of behavior.
36
15Definition:
Need for Theoretical Contingency Test
15Definition:
The Fallacy of Historical Control
15Definition:
Performance
15Definition:
Achievement Place Model
15Definition:
Learning vs. Performance Confusion
15Definition:
Performance Maintenance
15Definition:
The Behavioral History vs. Current Contingencies Issue
15Definition:
Value-Altering Principle
37
o The erroneous belief thato we can easily manage performanceo simply by providing the proper
behavioral historyo with little regard to the current
contingencies.
o Is the theoretical, direct-acting contingency
o used only when the performance-management contingency is indirect-acting
o and not when the performance-management contingency is direct-acting?
o A group homeo with teaching parents,o a comprehensive token economy,o and decreasing frequencies of
performance-contract reviews.
o Emitting a learned response.
o The continuing of performanceo after it was first established.
o We often think we’re teachingo when we’re only managing
performance.o And we often think training is the
solution, o when we only need to manage
performance.
o Principle that the pairing procedureo converts a neutral stimuluso into a learned reinforcero or learned aversive condition.
o How much does current performance result from
o behavioral history vs.o current contingencies?
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15Definiton:
Transfer of Training
16Review Definition:
Culture
15Definition:
Preschool Fatalism
16Review Definition:Preschool Fatalism
16Review Definition:
The Error of Reification
16Review Definition:
Task Analysis
16Definition:
The Error of the Circular Explanation
16Review Definition:
The Six Steps of Behavioral Systems Analysis
39
o A set of behavioral contingencieso to manage the performance ofo members of a group.
o Performance establishedo at one time in one placeo now occurs in a different time and
place.
o Values and repertoireo acquired in early childhoodo often persist throughout adulthood,o in spite of efforts to change them.
o Values and repertoireo acquired in early childhoodo often persist throughout adulthood,o in spite of efforts to change them.
o An analysis of complex behavioro and sequences of behavioro into their component responses.
o To call a process or activity a thing.
o Analyze the natural contingencies.o Specify the performance objectives.o Design an intervention.o Implement the intervention.o Evaluate the intervention.o Recycle through the previous steps
until you achieve your objectives.
o To infer the cause of an event,o and to then use the evento as the proof of the cause.
40
16Definition:
Functional Assessment
17Definition:
The Error of the Circular Explanation
16Definition:
The Problems with Labels.
17Review Definition:
Behavior
17Review Definition:
Behavioral World View
17Review Definition:The Law of Effect
17Review Definition:
The Error of Reification
17Definition:
Learned Reinforcer (Secondary or Conditioned Reinforcer)
41
o To infer the cause of an evento and to then use that event o as the proof of the cause.
o An analysiso of the contingencieso responsible for behavioral problems.
o A muscle, glandular, or electrical activity.
o Labels imply false causes.o Labels discourage functional analyses.o Labels discourage seeing similarities
between problems.
o The effects of our actionso determine whether we will repeat
them.
o All psychological phenomena are behavioral.
o The behavior involved is usually operant.
o Thus, the behavior is controlled by some sort of reinforcement or punishment contingency.
o Essentially all psychological phenomena involve contingencies controlling behavior.
o A stimulus, event, or condition that is a reinforcer
o because it has been paired with another reinforcer.
o To call a process of activity a thing.
42
17Definition:
Learned Aversive Condition (Secondary or Conditioned Aversive Condition)
19Definition:
Natural Contingencies Guideline
17Definition:
Law of Stimulus Control
19Review Definition:
Value-Altering Procedure
19Definition:
Contingency Descriptions Guideline
19Review Definition:
The Two-Factor Theory of Avoidance
19Definition:
In Vivo Exposure
19Definition:
Phobic Stimulus, Event, or Condition
43
o Any contingency or its analogo can be a natural contingency.
o A stimulus, event, or condition that is an aversive condition
o because it has been paired with another aversive condition.
o Principle that the pairing procedureo converts a neutral stimuluso into a learned reinforcero or learned aversive condition.
o The effects of behavioral contingencieso tend to be restricted to settings similar
to those ino which those contingencies have
occurred.
o The warning stimulus becomeso a learned aversive stimuluso through pairing with the original
aversive stimulus;o and the so-called avoidance response is
really reinforced by the contingent termination of the warning stimulus,
o not by the avoidance of the original aversive stimulus.
o Contingency descriptions say o what can happen if the response occurso but not whether the response occurs.
o A learned aversive stimulus, event, or condition
o whose aversiveness is inconvenient.
o Direct exposure to a learned aversive stimulus
o without it being further paired with the backup aversive stimulus.
44
20Review Definition:
Victim Blaming
21Definition:
Commitment
20Review Definition:
Behavioral World View
21Definition:Adherence
21Definition:
Concurrent Contingencies
5Criterion:
Delayed Outcome/Probability Test
21Definition:
Addictive Reinforcer
45
o Agreement to a course of action. o Saying the victim of the problem is the cause of the problem.
o Following an agreed-upon course of action.
o All psychological phenomena are behavioral.
o The behavior involved is usually operant.
o Thus, the behavior is controlled by some sort of reinforcement or punishment contingency.
o Essentially all psychological phenomena involve contingencies controlling behavior.
o Is the delay or the probability of the outcome
o specified in the before and after condition?
o More than one contingencyo of reinforcement or punishmento is available at the same time.
o A reinforcer for whicho repeated exposureo is a motivating operation.
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