After 30 years of applying behavioral principles and concepts to business and industry, I want to make some recommendations to anyone willing to listen. Granted, the origin of these suggestions is distributed between my personal experiences and information sharing with my colleagues and not “researched-based,” meaning I don’t have hard data to support some of my assertions. The comments made here are general in nature and I readily acknowledge there are some notable exceptions to them.
These observations directly relate to the rate that organizational behavior management (OBM) and behavior analysis are being assimilated into the cultural framework (operating beliefs, values, and assumptions) of our society. At this moment in history, I think the behavioral movement (OBM particularly) is only inching along, and popular books on rewards and recognition have managed to trivialize the notion of positive reinforcement. Recent books written on the subject, available at local bookstores, could be mistaken for texts written 25 years ago. It presents a well-known and ineffective methodology that is largely and deservedly ignored.