RESUMO
Board certified behavior analysts (BCBAs) are in high demand. However, given the fast growth of the field, most behavior analysts who serve as supervisors have recently been certified and thus, have had limited opportunities to refine their supervisory repertoires. Although supervision best practices have been a topic of frequent discussion in behavior analytic publications, little research has been conducted to empirically assess these recommendations with BCBA supervisors. One reason for the lack of research may be due to the scarcity of a method to systematically identify and measure supervisory behaviors. The Operant Supervisory Taxonomy and Index (OSTI; Komaki, 1986Journal of Applied Psychology, 71(2), 270-279, 1998) was developed to identify and categorize supervisory behaviors of effective supervisors in organizational settings. To demonstrate the feasibility of the OSTI with BCBA supervision, this study applied the OSTI with two masters-level students completing a verified course sequence (VCS) as a part of pursing their BCBA credential. Future directions for research and application of the OSTI as a measurement framework for BCBA supervisory behavior and behavior analytic training are discussed.
RESUMO
The increase in demand for behavior analysts in recent years has also increased the importance of effective supervision practices in the field of behavior analysis. A critical supervisory skill is performance feedback, which entails proficiency with two distinct, yet inseparable repertoires of technical and nontechnical skills. Supervisors report never receiving explicit training in feedback (Sellers et al., 2019) and graduate training programs provide little to no training in nontechnical skills (LeBlanc, Taylor et al., 2020b; Pastrana et al., 2018). As with any skill, to develop proficiency with feedback delivery and reception, trainees may require ample practice opportunities. One mechanism to provide trainees routine practice opportunities is to use peers as behavior change agents and peer feedback as an instructional method. The utility of peer feedback has been recognized in the organizational behavior management (OBM) literature (e.g., behavior-based safety interventions; Lebbon et al., 2012; Wirth & Sigurdsson, 2008), and has been used successfully in medical student training and evaluation for several decades. In the context of behavior analytic training and supervision peer feedback has yet to be established as a training method. Similarities in the behavioral and medical fields (e.g., significance of professional and interpersonal skills for successful therapeutic relationships) make the medical field a good model from which behavior analysts can learn. Using peer feedback in training and supervision for behavior analysts may provide trainees with similar benefits to those reported in medical student training literature. Supplementary Information: The online version contains supplementary material available at 10.1007/s40617-022-00761-1.
RESUMO
As of 2022, board certified behavior analysts who are certified for less than 1 year and have met the qualifications to serve in a supervisory capacity are required to meet with a consulting supervisor if they wish to supervise trainees' fieldwork experience. These guidelines establish a different supervisory level of accountability in our field, supervision for supervisors. Recommendations that are uniquely tailored for new supervisors and address the relationship between new and consulting supervisors have not yet been published. In this article, we share recommendations and resources with new supervisors. We extend current literature by outlining steps new supervisors can take and resources they can use to prepare for a successful supervision journey with their consulting supervisor and supervisees.
RESUMO
Individuals with credentials (Board Certified Behavior Analyst-Doctoral and Board Certified Behavior Analyst) from the Behavior Analyst Certification Board throughout the United States were asked to identify the characteristics and corresponding behaviors of individuals they consider to be exemplary in the profession. From these responses, a list of 35 characteristics and attendant behaviors was compiled into the Exemplary Behavior Analyst Checklist. This checklist contains a number of characteristics that are traditionally representative of the field (e.g., analytical, applied, conceptually systematic, technological) and relate to technical and conceptual skills. Respondents also identified a number of characteristics associated with compassion and support of clients/individuals (e.g., client centered, culturally competent, empathetic, positive/encouraging). A "top 10" list of the qualities and behaviors of exemplary behavior analysts identified by participants is presented, and a discussion regarding the implications for the training of credentialed professionals is provided.
