Power of Positive Reinforcement

8/7/2019 Power of Positive Reinforcement

1/43

The power of positive reinforcement

The Art and Science of

Motivation


2/43

OK is not OK!

Today to overcome competition

we need..

Not just better but the best

quality


quality customer service


response to changing markets


3/43

OK is not OK!

Not just some but total flexibility

Not just occasional but

continuous innovation

Not just some but a distinctive

difference

Just an Okay performance is

not OK!


4/43

Excellence A Possibility


5/43

ABC Model of Human

Behavior

Why do people do what they

do?

People do what they do

because of what happens to

them when they do what they

do.


6/43

ABC Model of Human

Behavior

Antecedents Behavior Consequence

A B C


7/43

ABC Model of Human Behavior

Antecedent

Preceding, Prior circumstance,

Event, Object, Style, Phenomenon

An Antecedent is a trigger or

signal that says Do this!

It gets behavior gets going the first

time


8/43


Behavior

Behaviors are things people sayor do

A behavior can be observed (seen

or heard) while it is occurring


9/43


Two types of Behavior

A. Reflex behavior

follows stimulus (something

that happens to the person)

in the environment. The

person has not control over it


10/43


Two types of Behavior

B. Operant Behavior:

occurs when a person acts in

order to operate (influence)

theenvironment in someway


11/43


Consequence

Consequences are what

happens to the person as aresult of the behavior. They

influence the way the person

will behave again.

The divine consequence-(C) Chicago gallery of digital art


12/43

Impacting

To change a given

behavior, you will have to

start with the

consequences

Since all work behavior is

voluntary, managers caninfluence it by arranging

consequences


13/43

Impacting

3 Ways:

1. Positive reinforcement

by making the

consequences of their

behaviorattractive

2. Negative reinforcement

by making

consequences

unattractive

3. Neutral or no-

reinforcement by

simply asking a

new behavior

without tying it toconsequences


14/43

Impacting Performance

The P.R.I.C.E. Motivation System

Pinpointing

Recording

Involvement

Consequence

Evaluation


15/43

Pinpointing

Isthe

behav

ior

obse

rvable

?

Isitspecif

icenou

ghtha

ttwo

indepe

ndento

bserversc

ould

agreet

hebeh

avioris

happen

ing?

Canth

eybe

quantified

?


16/43

Pinpointing Objectives

Can it be measured accurately?

Is it realistic?

Is it meaningful?

Is it easily understood?

Is it owned?


17/43

Recording

The fact of recording lets people know

that you are interested in what they

are doing, and that nearly always

provided a motivational incentive to do

better

Remember the Hawthorne

experiments by Professor Mayo?


18/43

Recording

Recoding provides your people with

an objective measure of their work

that can not be talked around or

marked up to personal factor

Recording makes work fun, like score

keeping in games and sports


19/43

Recording

Recording allows an individual to see

how his personal performance ties in

with the larger, overall performance of

the organization


20/43

Involvement

Attitudes towards authority are

changing

People expect to be consulted

in performing the tasks they are

good at. They want to be

listened to and to be taken

seriously


21/43

Involvement

It is not probably not love that

makes the world go around, but

rather those mutually

supportive alliances through

which partners recognize their

dependence on each other for

the achievement of shared and

private goals


22/43

Involvement

Treat employees like partners,

and they act like partners

Remember the Pygmalion

Effect?


23/43

The Pygmalion Effect

People naturally try to meet your

expectations of them. Of course, you need

to communicate your expectations.

You cant expect divine intervention as

Venus helped Pygmalion


24/43

Pygmalion in

Management

If he (the manager) has the confidence in his

ability to stimulate them (the employees) to

levels of performance; he will expect more of

them and will treat them with confidence that

expectation will be met


25/43

Pygmalion in

Management

If he doubts about his ability to

stimulate them, he will expect less ofthem and will treat them with less

confidence

- J. Sterling LivingstonPygmalion in Management,

Harvard Business Review, 1969


26/43

Success in

Pygmalion effect

Your success in having the

Pygmalion effect to improve the

performance and motivation of

your team depends upon a

relationship of commitment and

trust


27/43

Success in

Pygmalion effect

If you have only expectations without

a supportive relationship with your

team, you may see people work

down to the level of commitment you

show and the trust you inspire


28/43

Success with

Pygmalion effect

3 Vital Steps:

Create a high performance environment

Share the rewards of your successful

performance

Inspire others to higher level of

performance


29/43

Consequences

In nature, there are no rewards and

punishments. There are only

consequences.

Consequences are what follow

behavior and determine the likelihood

that a behavior will be repeated


30/43

Consequences

Thus consequences

always result when

voluntary behavior

occurs

Consequences are

continuously at work

altering and influencing

the behavior of

employees


31/43

Consequences

Types of Consequences:

1. Reinforcement: anything that

follows and increases the likelihood

that the behavior will be repeated

2. Punishment: anything that

follows a behavior and

decreases the likelihood that

the behavior will be repeated


32/43

Consequences

Consequences become in their own

right antecedents and reinforce a

behavior.

Managers should be aware to manage

the consequence of consequences.


33/43

Consequences

Remember the Red Hot Stove Rule:

A. Give a warning

B. Make the punishment

timely (immediate)

C. Make it appropriate

D. Be consistent


34/43

Consequences

E. Correct the behavior, not

the person

F. Reinforce the change


35/43

Consequences

Check List:

Verbally praise the person

Write a note commendation

Post the persons name and picture

in a bulletin board or in a companynews letter


36/43

Consequences

D. Give him an opportunity to address a

meeting

E. Ask him to join you for lunch


37/43

Consequences

Important Points:

Be precise

Quantify it wherever

possible

Keep it personal (avoid

excessive formality)

Make it timely (immediate)


38/43


39/43

Evaluation

Evaluation is feedback

Feedback is the breakfast of

champions


40/43

The Extinction Effect

Unless you reinforce good

behavior, that will inevitably

decrease

By failing to provide desirableconsequences for the employees

efforts, the manager extinguishes

those efforts. He sets up the

Extinction Effect.


41/43

The Synergy Effect

Groups achieve things that

individuals alone can not achieve

Almost every major achievement

in the human history is the result

of team work

Success is team game and not

solo play


42/43

Motivation: The Key to Performance

People do not change their

behavior unless it makes a

difference for them to do so


43/43

Good Management

People do not change their

behavior unless it makes a

difference for them to do so

- John D. Rockefeller

Documents

Power of Positive Reinforcement