Bailey and Burch 25 Essential Skills and Strategies for Behavior Analysts. Chapter 9. On pages 100 and 101, Drs. Bailey and Burch discuss framing, which they say “involves presenting the discussion in a format or context with which you feel comfortable.” A related skill is reframing, and this is often used in psychotherapy. What reframing is, is describing events or observations, or paraphrasing what has just been said by another person in such a way that it may change the meaning of what has happened or what was said, such that that person is open to thinking and feeling about that event or that thing they said differently. (Boy – that really bordered on mentalism!) For example, once when my kids were younger, I was a parent volunteer in the childcare room at a parent’s event. One mother dropped off her son and told me, “He’s a handful – please come and get me if you need me,” and then she proceeded to admonish her son that he’d better be on his best behavior while she was gone. He wasn’t. He didn’t follow many instructions, he went where he was told not to go, he sat when it was time to stand, stood and ran around when it was time to sit, etc. It looked to me like this was a little boy who probably had ADHD but wasn’t diagnosed yet. When his mother came to pick him up, she looked kind of worried and asked me, “how was he?”. I replied, “he’s very enthusiastic and has a large vocabulary!” She looked kind of shocked, kind of relieved, and she became a little tearful, and she said “thank you! That’s the nicest thing anyone’s said about him!” I didn’t see any point in telling her “he’s out of control,” or “he doesn’t follow instructions very well,” or any of the many other things she’d probably heard on many other occasions. I didn’t think that would be useful, and I knew, from watching the two of them interact, that his behavior was wearing her down. She needed to be with that parents group, if only to have an evening off every couple of weeks. The point to reframing (or framing, even) is to tell the truth, and to do it in such a way that is helpful, or that helps the other party to consider things differently – and this is pure verbal mediation. How might you reframe these statements? You observe a parent scolding a child whenever the child “does something wrong,” and you observe the parent seeming to not notice when the child does the right thing (e.g., follows instructions, puts things away without having been asked, etc.) The parent has brought the child to see you because the parent says the child never follows instructions and has a huge behavior problem. Your first inclination is to say “you have this all wrong. You’re doing everything wrong.” Reframe! You are consulting with an agency that provides services to adults with disabilities. The director’s office puts out a weekly newsletter for all of the staff of the agency, because the director says he believes good communication is the key to success. You submit a note to go in the newsletter, which reads “Thank you to all of you who have been collecting data so well! It really helps me do my job, and it really helps the people we’re serving.” The director stops by your desk and gives you back the note, saying “we shouldn’t thank people for doing what they’re paid to do.” Your first inclination is to say “maybe if you noticed people doing things right every now and then, you’d have happier employees who stick around longer and do a better job.” Reframe! You are one of two behavior analysts working in an agency that has a pretty tight budget. The agency has many employees, each of whom need a copy of a document you and the other behavior analyst have put together. You decide that it would be most economical to scan the document (which is about 80 pages long), save it as a PDF, and email it to the employees (and make it available on the agency’s common drive). Unbeknownst to you, your coworker has made 100 photocopies of this document. Your director is walking down the hall with the Chief Financial Officer, and sees you. Your director raises his voice, and begins chewing you out for wasting all of that money making 8000 copies – 100 copies of the 80 page document – when you could have just scanned it at no expense, and made it available by email and on the common drive. This chewing out goes on for about 5 minutes. Even the CFO looks uncomfortable with this. What you feel like saying is, “Look, @#$?!%^&@ - I didn’t do that. Maybe you should check your facts before making a @#$%#! Of yourself.” You decide you’d like to stay employed for a little longer, though. You also want a good working relationship with your coworker (even though she made a bad decision). Reframe!

Bailey and Burch 25 Essential Skills and Strategies for Behavior Analysts. Chapter 9. On pages 100 and 101, Drs. Bailey and Burch discuss framing, which they say “involves presenting the discussion in a format or context with which you feel comfortable.” A related skill is reframing, and this is often used in psychotherapy. What reframing is, is describing events or observations, or paraphrasing what has just been said by another person in such a way that it may change the meaning of what has happened or what was said, such that that person is open to thinking and feeling about that event or that thing they said differently. (Boy – that really bordered on mentalism!) For example, once when my kids were younger, I was a parent volunteer in the childcare room at a parent’s event. One mother dropped off her son and told me, “He’s a handful – please come and get me if you need me,” and then she proceeded to admonish her son that he’d better be on his best behavior while she was gone. He wasn’t. He didn’t follow many instructions, he went where he was told not to go, he sat when it was time to stand, stood and ran around when it was time to sit, etc. It looked to me like this was a little boy who probably had ADHD but wasn’t diagnosed yet. When his mother came to pick him up, she looked kind of worried and asked me, “how was he?”. I replied, “he’s very enthusiastic and has a large vocabulary!” She looked kind of shocked, kind of relieved, and she became a little tearful, and she said “thank you! That’s the nicest thing anyone’s said about him!” I didn’t see any point in telling her “he’s out of control,” or “he doesn’t follow instructions very well,” or any of the many other things she’d probably heard on many other occasions. I didn’t think that would be useful, and I knew, from watching the two of them interact, that his behavior was wearing her down. She needed to be with that parents group, if only to have an evening off every couple of weeks. The point to reframing (or framing, even) is to tell the truth, and to do it in such a way that is helpful, or that helps the other party to consider things differently – and this is pure verbal mediation. How might you reframe these statements? You observe a parent scolding a child whenever the child “does something wrong,” and you observe the parent seeming to not notice when the child does the right thing (e.g., follows instructions, puts things away without having been asked, etc.) The parent has brought the child to see you because the parent says the child never follows instructions and has a huge behavior problem. Your first inclination is to say “you have this all wrong. You’re doing everything wrong.” Reframe! You are consulting with an agency that provides services to adults with disabilities. The director’s office puts out a weekly newsletter for all of the staff of the agency, because the director says he believes good communication is the key to success. You submit a note to go in the newsletter, which reads “Thank you to all of you who have been collecting data so well! It really helps me do my job, and it really helps the people we’re serving.” The director stops by your desk and gives you back the note, saying “we shouldn’t thank people for doing what they’re paid to do.” Your first inclination is to say “maybe if you noticed people doing things right every now and then, you’d have happier employees who stick around longer and do a better job.” Reframe! You are one of two behavior analysts working in an agency that has a pretty tight budget. The agency has many employees, each of whom need a copy of a document you and the other behavior analyst have put together. You decide that it would be most economical to scan the document (which is about 80 pages long), save it as a PDF, and email it to the employees (and make it available on the agency’s common drive). Unbeknownst to you, your coworker has made 100 photocopies of this document. Your director is walking down the hall with the Chief Financial Officer, and sees you. Your director raises his voice, and begins chewing you out for wasting all of that money making 8000 copies – 100 copies of the 80 page document – when you could have just scanned it at no expense, and made it available by email and on the common drive. This chewing out goes on for about 5 minutes. Even the CFO looks uncomfortable with this. What you feel like saying is, “Look, @#$?!%^&@ - I didn’t do that. Maybe you should check your facts before making a @#$%#! Of yourself.” You decide you’d like to stay employed for a little longer, though. You also want a good working relationship with your coworker (even though she made a bad decision). Reframe!

Ciccarelli: Psychology_5 (5th Edition)

5th Edition

ISBN:9780134477961

Author:Saundra K. Ciccarelli, J. Noland White

Publisher:Saundra K. Ciccarelli, J. Noland White

Chapter1: The Science Of Psychology

Section: Chapter Questions

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Bailey and Burch 25 Essential Skills and Strategies for Behavior Analysts. Chapter 9.

On pages 100 and 101, Drs. Bailey and Burch discuss framing, which they say “involves presenting the discussion in a format or context with which you feel comfortable.” A related skill is reframing, and this is often used in psychotherapy. What reframing is, is describing events or observations, or paraphrasing what has just been said by another person in such a way that it may change the meaning of what has happened or what was said, such that that person is open to thinking and feeling about that event or that thing they said differently. (Boy – that really bordered on mentalism!) For example, once when my kids were younger, I was a parent volunteer in the childcare room at a parent’s event. One mother dropped off her son and told me, “He’s a handful – please come and get me if you need me,” and then she proceeded to admonish her son that he’d better be on his best behavior while she was gone. He wasn’t. He didn’t follow many instructions, he went where he was told not to go, he sat when it was time to stand, stood and ran around when it was time to sit, etc. It looked to me like this was a little boy who probably had ADHD but wasn’t diagnosed yet. When his mother came to pick him up, she looked kind of worried and asked me, “how was he?”. I replied, “he’s very enthusiastic and has a large vocabulary!” She looked kind of shocked, kind of relieved, and she became a little tearful, and she said “thank you! That’s the nicest thing anyone’s said about him!” I didn’t see any point in telling her “he’s out of control,” or “he doesn’t follow instructions very well,” or any of the many other things she’d probably heard on many other occasions. I didn’t think that would be useful, and I knew, from watching the two of them interact, that his behavior was wearing her down. She needed to be with that parents group, if only to have an evening off every couple of weeks.

The point to reframing (or framing, even) is to tell the truth, and to do it in such a way that is helpful, or that helps the other party to consider things differently – and this is pure verbal mediation.

How might you reframe these statements?

You observe a parent scolding a child whenever the child “does something wrong,” and you observe the parent seeming to not notice when the child does the right thing (e.g., follows instructions, puts things away without having been asked, etc.) The parent has brought the child to see you because the parent says the child never follows instructions and has a huge behavior problem. Your first inclination is to say “you have this all wrong. You’re doing everything wrong.” Reframe!
You are consulting with an agency that provides services to adults with disabilities. The director’s office puts out a weekly newsletter for all of the staff of the agency, because the director says he believes good communication is the key to success. You submit a note to go in the newsletter, which reads “Thank you to all of you who have been collecting data so well! It really helps me do my job, and it really helps the people we’re serving.” The director stops by your desk and gives you back the note, saying “we shouldn’t thank people for doing what they’re paid to do.” Your first inclination is to say “maybe if you noticed people doing things right every now and then, you’d have happier employees who stick around longer and do a better job.” Reframe!

You are one of two behavior analysts working in an agency that has a pretty tight budget. The agency has many employees, each of whom need a copy of a document you and the other behavior analyst have put together. You decide that it would be most economical to scan the document (which is about 80 pages long), save it as a PDF, and email it to the employees (and make it available on the agency’s common drive). Unbeknownst to you, your coworker has made 100 photocopies of this document. Your director is walking down the hall with the Chief Financial Officer, and sees you. Your director raises his voice, and begins chewing you out for wasting all of that money making 8000 copies – 100 copies of the 80 page document – when you could have just scanned it at no expense, and made it available by email and on the common drive. This chewing out goes on for about 5 minutes. Even the CFO looks uncomfortable with this. What you feel like saying is, “Look, @#$?!%^&@ - I didn’t do that. Maybe you should check your facts before making a @#$%#! Of yourself.” You decide you’d like to stay employed for a little longer, though. You also want a good working relationship with your coworker (even though she made a bad decision). Reframe!

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