‘Performance’ Articles

Schools Can Learn a Better Way: Reverse Engineering the School Day

I am passionate about many things, not the least is what we could do in America’s classrooms. The thought occurred to me recently:  How long does it have to fail before someone realizes that the time for tweaking the current education system it over? By the government’s own figures, in 2007 only 29% of eighth graders were proficient in reading and 32% in math. Surprisingly over 90% of the teachers in high poverty schools were rated as “Highly Qualified.” So it must not be the teachers. To paraphrase Edwards Deming, the quality guru: If you put a good teacher in a bad system, the system will win every time. It is time to admit that the system is broken and time to start over.

Fundamental changes need to be made in the way we teach.  It is not about parents, the government or society as a whole. It is about fundamentally changing how children are taught.

That said, a news item about doing homework in class caught my attention this week. Salman Khan[i], who founded Kahn Academy in Mountain View, Ca. has flipped homework and class work by putting the lectures on the internet, as homework, and then doing what used to be homework in the classroom. As Mr. Kahn points out, he is not the first to advocate this. Individualized instruction has been around for decades but has been used only in small private schools or with students with disabilities because it has been very expensive. However, with the internet and the ability to record video, using at a minimum a cell phone, a practical way to have the time to individualize instruction is now available to every teacher willing to put in the time.

If the U.S. public schools adopted Kahn’s method, academic achievement would soar. It is well-known that lecture is an inefficient method of knowledge transfer.   Homework, unsupervised, has its problems as well in that it is difficult to tell how much of it was done by the parent, friend or sibling. Additionally, it is not the teacher’s favorite task. In spite of these problems, homework is still considerably more efficient than the lecture.  What Mr. Kahn has done is to minimize the drawbacks of each technique by reversing them for time and place. Students can watch the video at home, which most are more likely to do than read, and practice in the class room with expert individualized assistance.

Something that he could add that would increase learning even more is a behavioral technique called fluency. Fluency is defined as “automatic non-hesitant responding”—that means that the student knows the material so well that he doesn’t have to think about it. When asked, “What is 12 X 12?” the average adult doesn’t have to think about it but responds instantaneously, 144! Other benefits of fluency are that it produces rather permanent learning.  How long do you think you will know 12X12? When one is fluent, it increases endurance as responding requires less effort. It also increases creativity and resistance to distraction when problem solving. Developing fluency requires high rates of responding – many times more opportunities to practice than is available in the typical classroom.

Founded in 1980, Morningside Academy in Seattle has incorporated fluency into their methods of teaching and produced outstanding results. The results are so consistent that the school gives parents a money-back guarantee. In over 30 years less than one percent of parents have asked for their money back. In an 11 year study of academic achievement, Morningside students achieved a 2.5 years growth in reading, almost four years in language arts, and more than three years in math per school year. Two things that are noteworthy considering what the Kahn Academy has done are that Morningside students have no homework and take a report card home every day. Forty minutes of the classroom hour is spent in practice.

In an article titled, “The Shame of American Education,[ii]” written in 1984, B.F. Skinner stated “…one could teach what is now taught in American schools in half the time with half the effort.” To paraphrase Skinner further, the shame of American education was not that we knew then how to double the rates of learning in American schools in 1984 but that we had known how for over 20 years! That is still true 29 years later.

However, hope springs eternal. Just maybe with the impressive results produced at schools like the Kahn and Morningside academies, it might soon change. We must not go another 50 years before we utilize nationwide what has been known for so long about how to teach more effectively and efficiently. Effective methods are available supported by research that has been replicated many, many times. There are experts out there that we as a country continue to ignore. Not surprising most of them are not in traditional educational systems. Private schools are paving the way. Educators need to follow quickly as we have no time to waste!



[i] Look for him on TED.

[ii] Skinner, B.F., 1984, The Shame of American Education, The American Psychologist, 39 (September, 1984). Copyright by the American Psychological Association.

Women (and Men) in the C-Suite

Messages about how women can rise to the top shouldn’t be delivered only to women. Men and women both need to understand and embrace the skill sets they were predisposed to, and those they learned along the way, to stand tall in the board room, equally. In this recent blog post for Talent Management, Aubrey challenges readers to learn from each other while not losing or changing the things that make each gender unique.

What Women Can Bring to the C-Suite

Feedback is the Breakfast of Champions

Guest post by Russell Justice (aka Mr. Whiskers)

timerMy mentor and friend Aubrey Daniels first introduced me to this principle years ago. Since then, it continues to prove itself true in my life and work. From feedback to children on thumb sucking, stops on the soccer field, or doing the daily chore list; to feedback on classroom performance to students and blocking efficiency for football players; to progress on house construction, selling $ million medical equipment or response time to customer requests, feedback is indeed the Breakfast of Champions. Those pursuing and achieving excellence thrive on feedback. Not just feedback on results—not at all—feedback on progress, even tiny steps of progress.  In fact, the smaller the increment used to measure progress (and reinforce it), the faster the performance will increase (shaping).

This week a milestone event reminded me again of the value of feedback.  I turned the 6000th mile on my blue Trek bicycle. The milestone made me thankful for the Cateye “computer” that keeps track of my miles, minutes, trips and speed.

At times when I am on some other bicycle, like at the beach or when riding with a friend, and that bicycle does not have an odometer,  my enthusiasm for riding and my energy diminish.  There is something powerful about having the dial in front of me, showing me my speed and each hundredth of a mile—and giving me credit for it. I can’t count the times that feedback has pushed me on to finish my goal of 20 miles when I wanted to quit at mile 17 or 18.  There is nothing imaginary about this—the fact is, the emotional and physical energy is not there without the feedback. Feedback is indeed the Breakfast of Champions.

Given that feedback is the Breakfast of Champions—do you have something in your life (exercise routine), in your family (staying in budget), in your work (reducing waste), in your Sunday school class (new members), or with your baseball team (reducing errors) that you would like to see improve?  Then, finding a way to measure and provide specific and timely feedback is the starting point.  Without it, your improvement efforts are mere talk.

Helping and when it doesn’t

moneyThere is much being said by politicians these days about helping the poor.  The problem is that everything done by Congress for the past 40 years has not helped.  Earned Income Tax Credit, Food Stamps, Aid to Families with Dependent Children and other programs by church, charity and the government have done little to help people escape from poverty.  Poverty levels, as defined by the U.S. Government, have remained between 14 and 15% since 1970. After the trillions of tax dollars that have been spent over that time period taxpayers and the poor deserve better.  If the goal of this expenditure is to lift people out of poverty, it doesn’t.  Something is terribly wrong.

We have the same problem with foreign aid.  How many friends have we made with the hundreds of billions of dollars spent in the last decade — Afghanistan?  Iraq? Pakistan? Egypt?   The desire to help the poor in the U.S. and in the developing countries of the world is commendable.  The intent is correct; the impact is minimal.

This week when the U.S. Government was considering withholding aid to Egypt in the light of the Americans, who were imprisoned there, I couldn’t help but think of the movie from the 50’s starring Peter Sellers titled, The Mouse that roared.  The plot involved the leaders of The Duchy of Grand Fenwick who decided that the only way the country could get out of its economic woes was to declare war on the United States, lose and accept the traditional foreign aid.

The problem in both these situations is that the contingencies of reinforcement are wrong.  People in charge of dispensing billions of dollars seem unaware of what behaviors they are reinforcing when they give out the money.  The way it appears to be done is akin to a situation that is mishandled by many parents every day.  They say to a crying or whining child, “If you will stop crying, I will get it for you.”  While on the face of it, it seems right.  The problem is that the next time they want something they will cry because in order to stop crying, you must first start crying.  The behavior chain that is strengthened by this tactic is: start crying; stop crying; get something you want.

Reinforcement strengthens the behavior required to get it.  Some people are helped when you give them money. Academic scholarships are typically effective because the classes of behaviors that are usually rewarded are industriousness and academic achievement.  The hard-working poor often need help, and the help, money or otherwise, is usually productive.  By productive I mean that the person uses the money or other resources wisely and is more independent as a result.  However, giving street beggars money increases begging.  It almost never does anything to help the person become independent.  Actually it does the opposite.  It makes them dependent on the largess of the passersby.

Since money is such a powerful motivator it must be used carefully.  It can be used to create good or evil, productivity or idleness, efficiency or wastefulness, competition or cooperation.  Whether the former or the latter, it is determined by the contingency of reinforcement, that is, what one actually has to do to get the reinforcement.  If all candidates for public office have to do to get people to vote for them is to make a promise, then what s/he will be good at in office is making promises, not necessarily good at delivering what was promised.  If you give people who are not industrious money for promising they will spend it wisely, don’t be surprised when they waste the money and come back with a promise not to do it next time.  If a beggar wins the lottery, it is unlikely that he will be prosperous years later.  As Tug McGraw, famous, or infamous, pitcher of the New York Mets once said about how he would spend his plush salary, “Ninety percent I’ll spend on good times, women and Irish whiskey.  The other ten percent I’ll probably waste.”

I have often said that if you give someone something for nothing, you will make him/her “good for nothing.”  There is a body of research that shows that non-contingent reinforcement decreases motivation and may degrade performance.  Whether at home, in the workplace or even in social relationships, consider the behavior that is being reinforced.   For example, a chore-based allowance is better for children than a weekly allowance since completing chores is required to get the reinforcement.  The weekly allowance becomes an entitlement since being a member of the family is the reinforcement contingency that entitles the child to the money.  Even though the chore-based allowance produces competence and confidence, the weekly one is more preferred by parents because it is easier for them to administer than a chore-based one, where follow-up is necessary.  Think earn.

The science of behavior has demonstrated how to use money to help people be more independent and self-reliable at home, at work, in the community and how to create friends of America abroad.  The secret is in knowing the science of behavior.

Productive Plan for 99ers

Man Circling Help Wanted AdsI happened to catch the Platform to Employment segment on 60 Minutes this week and couldn’t help but applaud!  Now this is a productive plan. This non-profit has gone well above and beyond typical outsourcing activities to develop and support a program for those who are still deeply affected by unemployment and have tried, with no success, to secure a job on their own.  Referred to as 99ers, these are the very capable unemployed whose benefits have been extended for up to 99 weeks and whose personal self-worth can be described as dismal. For most, they see their skills becoming less relevant, their once vibrant careers slipping steadily away, and their financial net worth eroded.

Platform to Employment (P2E) was developed by The WorkPlace, an incorporated group that supports, collaborates and advocates for workforce development regionally in Connecticut, as well as nationally by sharing best practices and lessons learned. With a tagline of think it forward it’s no wonder this group has innovatively found a way to get Americans feeling more productive, confident, and self-sufficient.

In effect, this program can be compared to pay for performance only its performance for employment.  Folks who participate are taken through three tiers of support: Tier One – job readiness; Tier Two – emotional readiness; Tier Three – 8 week work experience. During the first two tiers of the program, those who have struggled with unemployment and have heard ‘no’ more times than we can think are coached and trained back from the social, emotional, and technical deficiencies they felt as a result of their long term unemployment status. Most importantly, the emphasis is put on improving performance, managing change, problem solving, and effective communication.  They are essentially being taught how to be the best employee they can be, in spite of their past circumstances.

The final phase is where performance for employment comes in.  P2E secures an eight week work-for-hire, matching companies who are looking for skilled candidates. By reducing the risk of the hiring company, candidates have the opportunity to earn a position by performing their way to employment.

I applaud the companies that have stepped up to participate in getting Americans back to work, and to P2E for their innovative program. I hope to see P2E replicated all over the country in months to come.

Don’t Fear Change

BRI022

I hope you find comfort in my latest Talent Management blog post where I explain why we shouldn’t fear change. In this post, I also debunk the myths that surround it and discuss ways you can achieve meaningful change in yourself and in others.

U73J86UXP4NZ

How to Kick Start Your Career

Aubrey-Daniels-and-Natalie-There is no better way to start out the New Year than to be invited to CNN.  I had the pleasure of sharing some tips for kick starting your career for the New Year.  Whether you are looking for advancement or still seeking employment in this difficult business climate, I hope this CNN video offers you some ideas for making the most of your career and finding the positives in your work environment.

Watch video…

New Year’s Resolutions: Beware!

MH900438914The origin of New Year’s Resolutions can be linked to pre-Christian times in Rome, thousands of years ago.  So every year about this time, I ask audiences where I speak how many made New Year’s Resolutions.  What I have noticed is that fewer and fewer have gone through the ritual.  Does that mean that fewer people are interested in carrying on this ancient tradition?  I think not.  In fact, it’s been reported that more than half of those that proclaim resolutions fail at realizing them. The reality is that most people who make resolutions don’t keep them – many don’t keep them even for a day.

The primary mistake people make in making resolutions is that they think that changing some personal behavior or habit is simply a matter of will power or “making up your mind.”  It is as if people who fail don’t grunt enough, don’t have enough resolve (how do you get more of that?), are not really serious (How can you increase your “really seriousness?).

The real mistake lies in not planning or managing consequences well.  It is easy to resolve to quit drinking, lose weight, start exercising, etc. but it is harder to plan consequences that you will actually be able to self-administer to get the behavior change you seek.  Therefore, the resolution is nothing more than a goal, and goals aren’t reached by grunting, wishing or talking; they are reached when you have consequences that support the behavior change.

Here are some practical suggestions to help you be successful should you want to carry on the New Year’s Resolution tradition.

  1. Plan consequences for behavior change. Allow yourself to do things that you like contingent on a certain accomplishment. In other words, if you resolve to do some project in your house, commit to getting it done before you sit down to watch your favorite TV program.
  2. Set very small sub-goals. The more, the better.  If weight loss is a target, set a goal of no more than one pound a week.  The trick is to set a goal that you are almost sure to reach.  Less than a pound is ok if you can reliably measure it on your scales.  Smoke one cigarette less per day; walk around the block.  No goal can be too small at the beginning.
  3. Post a graph of your progress at home or in the office where everyone can see it.  Set the parameters so that progress is easy to see.  Tell family and co-workers what you are doing.  Use social media to show results.  Put the graph on Facebook, Twitter, etc. The more people who see your progress will reinforce you for it and in return you will be more motivated to keep at it.
  4. Celebrate every success (every goal accomplishment), no matter how small.  Reward yourself.  Publicize your small accomplishments.  “I am one step closer to finishing that big report.”
  5. In addition to rewards that cost money (buying something for yourself, dinner at a fancy restaurant, a movie, some new software for your computer, an iPad, etc.) think of rewards that have a low cost or have no financial cost.  Use the “IF I do X, then I will do Y” contingency.  Or, “when I do X, then I will do Y.”  If your resolution is to clean the attic, basement or garage, simply say, “When I put something in the trash, I will watch T.V, answer my email, play a computer game or go to McDonalds for breakfast.”  You will be surprised how quickly you finish the task with this simple start as long as you maintain the contingency “When…then.”

By the way don’t do it in reverse which most people are tempted to do, that is, “I will work in the attic after I come home from McDonalds.”  I call that bribery since it reinforces the wrong behavior.  You get the reward for promising to do the behavior, not for actually doing it.  Not a good plan.

Most failures to reach personal or work goals result from poor goal setting and from failure to plan positive reinforcers for success.  If you start the New Year with small goals and a multitude of reinforcement, 2012 may be your best year yet!

Personal Responsibility within a Behavioral Approach

42-15501641Guest post by
Judy Agnew

We have received much positive feedback on our book Safe by Accident and we are delighted that so many people find it helpful.  There is one issue that some people are struggling with so we want to take this opportunity to clarify.  Some readers are having trouble reconciling our discussion of the influence of organizational/management systems on at-risk behavior and the concept of personal responsibility for safety.  The question is: if at-risk behavior is found to be influenced by management-controlled organizational systems, does that let the frontline performer off the hook?

To some extent this is a philosophical issue.  The notion of personal responsibility is embedded in our culture.  It is present in our judicial, political and social systems and has served us well in many respects.  In a work setting, telling employees that they are “responsible for their personal safety” at work is helpful as a broad antecedent.  It sets the expectation that each person must do what they can to protect themselves and others.  The question is what specifically are they responsible for?  Telling miners they are responsible for their own safety and then sending them into a mine that is poorly ventilated and structurally unsound is absurd.  They cannot be responsible for their own safety under those conditions because they do not control them.  We think everyone will agree with this extreme example.  The difficulty comes with less extreme examples.  Workers who are trained in procedures but don’t follow them consistently, for example.  Our position is that there is shared responsibility in most cases.  Our concern with the notion of “personal responsibility” is that it sounds like an easy solution to a very complex problem.  We are sure that some of you have told employees in your organization that they are responsible for their personal safety.  We assume since you are reading this, that hasn’t solved all your safety problems.  Antecedents rarely do.

So where does personal responsibility fit in?

Let’s back up. The goal in safety is to prevent injury and illness.  If we say that people are responsible for their own safety, then it follows that if they are not safe, they are to blame. Our point is that blaming people for things that are, at least to some extent, outside of their control does not accomplish the goal.  If it did more organizations would be perfectly safe by now.  But let us be very clear: we are not suggesting that accountability (a synonym of responsibility) is bad.  Accountability is essential in safety.  However, it is critical that organizations first determine WHO should be accountable for WHAT.  The word, accountability, is often code for whom to punish.  The issue is not who should be punished but what actions will correct the situation so that it will not recur.  Although punishment is appropriate under certain circumstances, we see too often that organizations punish only the person at the point of the accident without fully understanding the systemic issues that have contributed. This is not only unjust, but it fails to rectify the situation.

Systems are designed and maintained by people.   Therefore, there should be accountability for those who control the systems to change the systems if they are faulty.  Once the systems are changed then everyone who works in those systems should be held accountable (positively reinforced for engaging in safe behaviors and corrected when they are not).  This is not about absolving personal responsibility–quite the opposite.  It is about establishing accountability, at all levels, that will lead to true improvement.  Frontline performers need to be held accountable for those things under their control.  They should be responsible for reporting hazards, providing feedback to keep peers safe, participating in safety meetings, talking to management when systems make working safely more difficult, offering solutions, and working to improve their own safe behaviors.  Frontline performers will be more successful in “taking personal responsibility for their safety” if they work in partnership with management and those who control the organizational systems within which they work.

Just do it!

Guest post by Christina Simms

CB055359Understanding why we procrastinate and how to beat it.

Having trouble whittling down your To-Do list? Do you find yourself saying (albeit with confidence) “I’ll get to that tomorrow.”? You aren’t alone. Procrastination seems to be the one thing you can almost always count on people getting done. But why do we seem to keep putting off for tomorrow what we could do today?

Every week I go through the same routine. I make a to-do list with the good intention of crossing everything off. I do the easiest, quickest things first; mark them off with a wonderful feeling of satisfaction and typically leave the more complex, challenging to-do’s for tomorrow. Before I know it, two weeks have passed and my list is that much longer.

People procrastinate on all sorts of things. We put off taking out the trash, mowing the lawn, doing our taxes, mailing Christmas cards. Most of the time, we find ourselves avoiding tasks because something about doing them is tedious, unpleasant, time consuming, or in some way negative. The science of behavior, specifically behavior analysis, provides not only the answers to ‘why’ but also how we can overcome our own procrastination.

The science of behavior tells us that it is consequences that determine whether or not we will do something again in the future. If you receive a negative consequence as a result of something you did (ie. a behavior) then you are less likely to do that behavior again in the future.  Alternatively, if there are positive consequences associated with something you have done, then you are more likely to repeat that behavior in the future.

Many years ago, Aubrey developed a tool to examine consequences called the PIC/NIC Analysis®. Again, the science tells us that consequences can be positive or negative, immediate or future, and certain or uncertain. The most powerful consequences are the positive/immediate/certain and negative/immediate/certain ones. In this age of instant gratification, procrastination has become even more prevalent. Lots of things are competing for our attention and the ones that win are the PICs because, frankly, they are more reinforcing to us. College students turn to Facebook instead of starting their 20 page papers, kids spend hours hooked on video games instead of cleaning their rooms, and 9-5 workers choose catching up on their favorite TV shows over an evening work-out.

This may sound like common sense, but if we all understood so well how behavior works, we wouldn’t be in danger of becoming Procrastination Nation. I turned to Dr. Aubrey Daniels for some wise advice about how to beat procrastination and get things done.

It is tempting to start by picking the low hanging fruit, but Dr. Daniels warns against this common practice. Instead, he suggests an alternative method to working through your To-do list. Start by making a list of everything you need to do. Next, rank the items from most desirable to least desirable. Now comes the hard part— start at the bottom of the list! If you can get yourself to do the worst half of the list first, finishing the other half will be a breeze. Dr. Daniels also recommends using the Premack Principle. Tell yourself “when I do this (undesirable task), then I can do that” (something fun and enjoyable). Of course the key to both of these solutions is to practice self-control, something that may take time to improve. Changing your habits can be hard to do, so start small and don’t forget to reward yourself as you begin to notice changes in how you approach your projects at work or chores around the house.


For more on the Premack Principle and PIC/NIC Analysis® read Performance Management: Changing Behavior that Drives Organizational Effectiveness