Good behavior game: effects of individual contingencies for group consequences on disruptive behavior in a classroom

Out-of-seat and talking-out behaviors were studied in a regular fourth-grade class that included several "problem children". After baseline rates of the inappropriate behaviors were obtained, the class was divided into two teams "to play a game". Each out-of-seat and talking-out response by an individual child resulted in a mark being placed on the chalkboard, which meant a possible loss of privileges by all members of the student's team. In this manner a contingency was arranged for the inappropriate behavior of each child while the consequence (possible loss of privileges) of the child's behavior was shared by all members of this team as a group. The privileges were events which are available in almost every classroom, such as extra recess, first to line up for lunch, time for special projects, stars and name tags, as well as winning the game. The individual contingencies for the group consequences were successfully applied first during math period and then during reading period. The experimental analysis involved elements of both reversal and multiple baseline designs.     

Teaching Children How to Feel Good Without Rating Themselves

This article identifies how REBT views the concept of self-worth and self-acceptance as they apply to children, adolescents and parents. The practical blending of a competency model with REBT to conceptualize a functional model for enhancing self acceptance is discussed. Practical suggestions for assisting children, adolescents, and parents in this process are described.     

Correction to: Speculative Fiction and the Political Economy of Healthcare: Chang-Rae Lee’s On Such a Full Sea

Journal of Medical Humanities - Due to an editing error, this article was initially published with an incorrect title. The correct title is reflected above. The original article has been corrected.     

What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?

Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.