Ch12. Vocab

Question 1

Traditional Performance Management Procedure

Answer 1

Provide a rule describing the natural contingency and
use motivating operations
and antecedents
to affect a direct-acting, inferred theoretical contingency based on the natural contingency

Question 2

The Noble Organization

Answer 2

The organization that works for the well-being of humanity.

Question 3

The Noble Goal of Behavior Analysis

Answer 3

To save the world with behavior analysis

Question 4

The Mythical Cause of Poor Self-Management (False Principle)

Answer 4

Poor self-management occurs
because immediate outcomes control our behavior
better than delayed outcomes do.

Question 5

Delayed Reinforcement and Punishment

Answer 5

Delivery of a Reinforcer or aversive condition

between one and sixty seconds after the response.

Question 6

Delayed Delivery of a Reinforcer or Aversive Condition

Answer 6

Delivery of a reinforcer or aversive condition

more than sixty seconds after the response.

Question 7

Punishment Contingency

Answer 7

The response-contingent
presentation of an aversive condition
resulting in a decreased frequency of that response.

Question 8

Penalty Contingency

Answer 8

The response-contingent
removal of a reinforcer
resulting in a decreased frequency of that response.

Question 9

Avoidance Contingency

Answer 9

The response-contingent
prevention of an aversive condition
resulting in an increased frequency of that response.

Question 10

Avoidance-of-Loss Contingency

Answer 10

The response-contingent
prevention of loss of a reinforcer
resulting in an increased frequency of that response.

Question 11

Punishment by Prevention of Removal Contingeny

Answer 11

The response-contingent
prevention of a removal of an aversive condition
resulting in a decreased frequency of that response.

Question 12

Punishment by Prevention of a Reinforcer Contingency

Answer 12

The response-contingent
prevention of a reinforcer
resulting in a decreased frequency of that response.

Question 13

Rule

Answer 13

A description of a behavioral contingency.

Question 14

Rule Control

Answer 14

The statement of a rule
controls the response
described in that rule.

Question 15

The Performance Management Model of Cultural Change

Answer 15

To manage and change the behavior
of the members of a culture,
you must manage and change the behavior
of all levels within that culture.

Question 16

Victim Blaming

Answer 16

Saying the victim of the problem is the cause of the problem.

Question 17

Natural Contingency

Answer 17

A contingency that occurs in nature
without being designed by a performance manager
to control behavior.

Question 18

Immediate Reinforcement and Punishment

Answer 18

Delivery of a reinforcer or aversive condition

no more than one second after the response.

Question 19

Front End Analysis

Answer 19

A determination of instructional objectives
based on the performance of experts
where the learned repertoire is to be used.

Question 20

Reinforcement Contingency

Answer 20

The response-contingent
presentation of a reinforcer
resulting in an increased frequency of that response.

Question 21

Escape Contingency

Answer 21

The response-contingent
removal of an aversive condition
resulting in an increased frequency of that response.

Question 22

Two Crucial Process Measures

Answer 22

ENGAGEMENT- amount or percentage of time on task.

SAFETY- freedom from danger or risks.

Question 23

Theoretical Contingency

Answer 23

An inferred,
direct-acting contingency
that explains the effectiveness
of the indirect-acting performance-management contingency.

Question 24

Performance Management

Answer 24

The addition,
removal,
or changing of a behavioral contingency
with the intent to change or maintain performance.

Question 25

Contingency Control

Answer 25

Direct control of behavior by a contingency,

without the involvement of rules.

Question 26

The Real Cause of Poor Self-Management (True Principle)

Answer 26

Poor self-management results from
poor control by rules describing outcomes
that are either too small (though often of cumulative significance)
or too improvable.
The delay isn’t crucial.

Question 27

The Four Main Outcome Measures

Answer 27

Quantity
Quality
Timeliness
Cost

Question 28

Rules that are Easy to Follow

Answer 28

Describe contingencies with outcomes that are
both sizable
and probable.
The delay isn’t crucial.

Question 29

Performance Contract (Behavioral Contract or Contingency Contract)

Answer 29

A written rule statement describing
the desired or undesired behavior,
the occasion when that behavior should or should not occur,
and the added outcome for that behavior.

Question 30

Cultural Change Model

Answer 30

Client
Supervisor
Administrator
Legislator
Public
Lobby (special interest) group

Question 31

Rules that are Hard to Follow

Answer 31

Describe contingencies with outcomes that are
either too small (though often of cumulative significance)
or too improvable.
The delay isn’t crucial.

Question 32

Performance Management Contingency

Answer 32

A contingency that does not occur in nature
and is designed by a performance manager
to control behavior.