Specify the Problem Behavior
All behavior change programs start with this essential step. As with subordinates, the problem behavior to be modified can be an undesirable behavior that you want to reduce or a desirable behavior that you want to increase. In a self-management program, however, it is not necessary to restrict yourself to behaviors that occur only in the work setting; you can choose to increase or decrease any of your behaviors. The problem behavior can be an overt action observable to others, or it can be an internal behavior that only you can observe. There are four modes of behavior (AMPS)-actions, mental pictures, physical sensations, and sentences. Any of these kinds of behavior can be the target of a self-management program.
Specifying the problem behavior to be modified involves two essential steps: identifying the behavior and identifying the situation in which the behavior occurs. To identify your own problem behavior, use the same guidelines and define the behavior specifically enough that you can count each occurrence-that is, you must be able to determine when it is and is not occurring. If at any given moment you observe yourself and can give a definite "yes" or "no" answer to the question, "Is the behavior occurring now?" then you will have clearly defined the behavior. And once again, it is important to specify when the behavior occurs. This can be in a specific setting such as at the coffee machine, in the sales meeting, or in your office, or it can be when specific factors converge, such as when you feel rushed, when you are speaking to a person in authority, or when you are making a request. When you have unambiguously stated the behavior-in-situation, you are ready to move on to the second step in your self-management program.
Observe Your Behavior
The observation phase has two major steps: determining what factors are controlling the problem behavior, and establishing a base line for evaluation. Conduct a functional analysis to identify what happens just before and just after the behavior. Controlling events, antecedents, and consequences are not limited to the external environment; internal events are also part of your overall environment. So observe your actions, mental pictures, physical sensations, and sentences as well as the actions of others that occur before and after the problem behavior.
For example, Ron's problem behavior was remaining silent at policy review meetings. In observing his behavior (each time he wanted to speak up but remained silent instead), he discovered that his own internal behaviors were causing his silence. Ron's functional analysis revealed that the physical sensations of tension evoked silence (or inhibited speaking up), and that through his negative self-statements about his silence he punished himself for not speaking up. When Ron expanded his functional analysis, he discovered that negative self-statements also preceded the physical tension. He was indeed trapped in a self-imposed vicious cycle of tension and negativity, with each triggering the other, making it next to impossible for him to speak calmly and coherently in the meeting.
At other times the behavior of other people can function as an antecedent to our own internal behaviors. When someone criticizes us, most of us experience a variety of negative internal behaviors. In short, it is important to observe all of your behaviors as well as those of others. Such a careful analysis helps point to the most effective o intervention point. Record your observations. After you have collected several examples, it will be easier to see a pattern.
Once you have completed the functional analysis, begin counting each occurrence of the behavior with a time sampling procedure. You can use any of the methods suggested for collecting baseline data on subordinates' behavior, but the important thing is to do this systematically and to record your data each day on a graph. Continue the baseline counting until you believe that you have a good picture of the overall frequency and pattern of the problem behavior. In general, this will usually take a week to ten days. However, when the problem behavior occurs less frequently, you'll need to count for a longer period of time.
Impatience is a frequent error of self-management. Once the problem behavior has been identified, managers sometimes rush into an intervention before carefully observing the problem behavior and those factors that control it. Such impatience is hard to resist, but you must do so if you don't want to set yourself up for failure. You may have overlooked an important controlling factor (such as physical tension) and thereby attempt to implement an inappropriate intervention. Such a failure is discouraging, wastes valuable time and energy, and can validate the belief that you can't change.
The baseline is very important for evaluation. Changing behaviors, especially entrenched bad habits, can be a long process. By com paring your current level of performance with the baseline level, you can see gradual progress. Without the baseline comparison, you might conclude that the intervention isn't working when it actually is. In addition, the baseline comparison can quickly reveal ineffective interventions that should be reworked or discarded.
Intervening Directly
Sometimes you will want to modify the problem behavior directly. For example, Ron could use a contingency contracting procedure in which he makes an agreement with himself to make at least one comment in the next three meetings and then reinforces himself for doing so. At other times you might decide to modify the problem behavior indirectly by changing another behavior that is controlling the problem behavior. For example, Ron might make his physical tension the target of his self-management program. The problem behavior is the behavior that you ultimately want to change (and the behavior that you continue to monitor throughout the intervention); the target behavior is the behavior that you attempt to modify directly with the goal of eventually modifying the problem behavior. Sometimes, of course, they are one and the same.
The purpose of the functional analysis is to reveal what factors control your problem behavior and to assist in determining the most efficient intervention point. This point may be the antecedent, the consequence, the behavior itself, or all three. It must be emphasized that every individual is unique, and functions in a unique environment that has a unique effect on behavior. Behavior technology delineates general principles of behavior control and change, but as a manager of behavior-be it a subordinate's or your own-you must make a leap from the general principles and techniques to an individualized behavior management program. For example, a would-be carpenter can be instructed to use various tools on various types of wood to produce various results. But the carpenter must tailor the woodworking techniques to the specific project at hand. The important thing is that you tailor it to your unique needs and that you follow it consistently,
Discipline in self-management is often a problem. It is easy to procrastinate in carrying out a specific action or in administering a consequence. Being systematic and consistent is essential-your success depends on it. Don't tackle your most troublesome behavior in your first project; select a fairly simple problem, one that is only mildly troublesome and does not pervade your entire life. A project that involves making a positive comment when a subordinate completes work on time is probably easier than one that is designed to help you act more assertively. Success in your first project will help you be successful in later ones, so set yourself up to succeed.
Negotiate a contract with yourself for each phase of your project. In the contract, specify exactly how much of what behavior you require of yourself and what you will give yourself for successful accomplishment. Write this down-seeing your agreement with yourself in writing will help you feel more committed to the change you seek. Be reasonable with yourself; in fact, be overly reasonable: Each contract should require only a small change and cover a short period of time. (An agreement that extends only two days is a lot easier to carry out than one that lasts a month.) You can write as many contracts as you like-as long as you fulfill them. As you succeed in meeting the terms of your contracts with yourself, your ability to keep future agreements will increase. In other words, self-contracting is a way of developing discipline.
One of the advantages of self-management is that it allows a much broader range of reinforcers; you don't have to restrict yourself to activities that exist in your work environment or that are in any way related to your work; you can use a variety of social, leisure, and personal activities as reinforcers for changes in your work behavior.
It's a good idea to write down all your reinforcers in a menu form. Don't forget the intangibles-a relaxing fantasy as well as the physical state of relaxation itself can be very reinforcing. Comments like "I did a good job," or "I knew my idea would set some minds spinning," or "I caught myself that time-I can see I'm making progress" can be surprisingly powerful. Remember, the sooner you receive the reinforcement, the better. When the reinforcement is not available until sometime later, consider using a token system to bridge the time gap. Self-reinforcement is also helpful in this regard-you can compliment yourself immediately after performing the desired behavior, and grant the designated reward later on.
Be especially careful not to deprive yourself. To be effective, you should receive more reinforcement than you were receiving before you began the self-management program-receiving less reinforcement is tantamount to self-punishment. If you find that you must deny yourself reinforcement because you didn't fulfill the terms of your contract, then you are probably asking too much of yourself, and you should rewrite the contract in such a way that it will be easy to fulfill. A problem behavior is not a sin; it's a habit-and habits are hard to break. If your strategy for breaking the habit results in less reinforcement, you'll only undermine yourself. It's important to make self-management as easy and as pleasurable as possible.
Throughout your self-management program, continue to collect data on the frequency of the problem behavior. If your behavior does not show a consistent change in the desired direction, go back to the beginning and review each step. Perhaps there is a consequence that you overlooked and that is maintaining the behavior you are trying to eliminate. Perhaps you are trying to move too fast and are requiring too much of yourself. Or perhaps the reinforcement is too far re moved from the actual occurrence of the behavior. Redesign your strategy and begin again. And if, after a few attempts, there is still no change in the problem behavior, then perhaps it is time to go to a consultant. If you cannot find a management consultant who has expertise in behavior modification, you might look for a behavioral psychologist. Most behavioral psychologists can help you set up a self-management program. On the other hand, if your data indicate that the problem behavior is changing as you'd like it to then pat yourself on the back-this is concrete evidence of your effectiveness as a manager.
Evaluate and Maintain the Behavior Change
The final step in self-management is maintaining the behavior change. Here, too, all the principles and techniques for managing others apply. When you are satisfied with your change then change your reinforcement schedule from continuous to intermittent. By reducing the frequency and consistency of reinforcement, you can make the behavior resistant to extinction. Of course, the ideal situation occurs when people or events in the environment reinforce your change. For example, as you become more specific in giving a directive, your subordinates' performance often improves. But you should know that there will be times when those in your environment will attempt to prevent you from changing. Change can be disconcerting and uncomfortable. Other people lose reinforcement when you change, and they may make active efforts to push you back into your old behavior. If it looks like this sort of resistance could be a problem in your self-management program then plan a strategy for dealing with it.
