Interpersonal Communications

Essential Skills and Strategies -Chapter 8

Lindsey BronsteinCaldwell College

Overview

What is (good) interpersonal communication?

Who do we need to use excellent interpersonal communication with?

Purpose of effective interpersonal communication

Important characteristics

Using interpersonal communication in ABA settings

What is Good Interpersonal Communication?

What it is NOT….

http://www.youtube.com/watch?v=W1RY_72O_LQ

What it is….

http://www.youtube.com/watch?v=gi6y2wvWijc

What is Interpersonal Communication?

“the exchange of information between two or more people. Successful interpersonal communication is when the message senders and message receivers understand the message” - (Wikipedia)

What goes into communicating a message? the words how its said body language/gestures facial expressions tone of voice

Activity!

Who do we need to use excellent interpersonal communication with?

Supervisor

Colleagues

Direct reports

Friends/family/significant others

Professors

Networking

Clients

…ideally we use our excellent interpersonal communication skills with everyone!

(Bailey and Burch, 2010)

Purpose of Effective Interpersonal Communication

To learn about others

To help others learn about you

To influence others

To leave a good impression

Ensure everyone understands the message

(Bailey and Burch, 2010)

Excellent Communication Characteristics

Are Likeable: Warm personality Friendly Empathetic Down to earth Like to laugh and tell

stories Real Smile a lot Genuinely interested in

others Accepting Forgiving

Likeable people are not: Phony Threatening Pushy Rigid Uptight Intense Opinionated Judgmental Brittle

(Bailey and Burch, 2010)

Interpersonal Communication in ABA Settings

Science is the foundation but…

maximum effectiveness depends on the interpersonal communication

Most common use is related to implementing and managing a behavior program

7 stages to use interpersonal communication skills

(Bailey and Burch, 2010)

7 Stages of Interpersonal Communication with Clients

Intake with the client

Present your analysis

Present treatment plan for approval

Preparation and training of the mediator

When the intervention is finally in place

Online Monitoring, Evaluation and Maintenance

Termination

(Bailey and Burch, 2010)

Initial Intake with the Client

• Establish your position with the client

Gain trust Show that you respect

the client Be a good listener Show confidence in your

behavioral approach Display caring attitude Have friendly demeanor Maintain good eye

contact

• Goal is to quickly build good rapport

Be aware of body language of the client

Show assertiveness and leadership skills

Demonstrate your integrity

Smile Use the person’s name Be a good listener

(Bailey and Burch, 2010)

Keep in Contact

Recommend at least once per week

OR

Prearranged schedule

Let them know you have not forgotten

Reduce client stress(Bailey and Burch, 2010)

Present Your AnalysisClient, client surrogate, department head, VP of

human resources or other appropriate people

At the meeting start casually and put people at ease.

Present your findings and recommendations Be sure to use nontechnical language Eye contact Firm, strong voice to show your confidence

Be convincing – want the client to “buy in” to your idea

(Bailey and Burch, 2010)

Present Your AnalysisBe prepared to negotiate

Build your case slowly Be aware of behaviors such as: breaking eye contact,

shifting in chair, pushing back from table, rolling eyes, mumbling etc

Show the data – make easy to read and visually attractive

Answer questions

Make use of anecdotes and stories from your own experience

Have paper work (treatment plan) ready to be signed

(Bailey and Burch, 2010)

Present Treatment Plan for Approval

Ideally, this should be low-key and short

Firm up the agreement

Make explicit request for client consent and cooperation

(Bailey and Burch, 2010)

Preparation and Training of the Mediator

More likely to be training adults (parents, teachers, paraprofessionals) Challenging to change set ways Don’t like being told what to do Lack confidence in new behaviors

Use task analysis

Be patient!

Model correct behavior, set up role play opportunities, and observe

Use generous amounts of positive feedback and approval

Ask for help from supervisor/boss if you feel unprepared

(Bailey and Burch, 2010)

When the Intervention is Finally in Place

Watch closely to make sure protocol is being followed

Use descriptive reinforcement

Be prepared to troubleshoot

Admitting you made a mistake is ok – you’re only human

Help give the mediator confidence and strength

Shape the mediators behavior

(Bailey and Burch, 2010)

Online Monitoring, Evaluation and Maintenance

Gradually phase yourself out

Drop in occasionally, provide feedback, review data

Let them know when you are proud of them

Give the mediator credit for success of the project

(Bailey and Burch, 2010)

Termination If you gradually fade yourself out the mediator

should no longer be dependent on your praise or feedback

Can begin think of the person more as a colleague than a client

Can have a celebration for the client to say good-bye Make sure it is appropriate

Be sure to show appreciation for the hard work put in by the mediator

(Bailey and Burch, 2010)

Communicating with Your Boss or Supervisor

Be careful what you say

Don’t discuss other employees

Don’t let them see you as a timid, paranoid, or threatened individual

Be open, constructive, flexible and creative

Make sure to understand what your boss wants from you

(Bailey and Burch, 2010)

Communicating with Colleagues

Likeability

Trust and respect

Rule 1: Do not gossip (activity time!)

(Bailey and Burch, 2010)

Communicating with Colleagues

Likeability

Trust and respect

Rule 1: Do not gossip (activity time!) Change the subject Circulating good news you want spread is okay

Rule 2: Do not discuss salary or company benefits Unnecessary/inappropriate Can make people feel uncomfortable

Rule 3: Be wary of dual relationships (Bailey and Burch, 2010)

Communicating with Direct Reports

Supervising others

Treat them the way you would want to be treated

Be respectful

Be the supervisor you once had or did not have

Maintain good stimulus control

Use reinforcement!

(Bailey and Burch, 2010)

Questions

Additional Readings

(Bailey and Burch, 2010)

References Bailey, J., & Burch, M. (2010). 25 essential skills

and strategies for the professional behavior analyst. New York, NY: Routledge.

Wikipedia and youtube