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:
 Likeable people are not:
 Warm personality
 Phony
 Friendly
 Threatening
 Empathetic
 Pushy
 Down to earth
 Rigid
 Like to laugh and tell stories
 Uptight
 Real
 Intense
 Smile a lot
 Opinionated
 Genuinely interested in others
 Judgmental
 Accepting
 Brittle
 Forgiving
(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
• Goal is to quickly build good rapport
 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
 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 Analysis
 Client, 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 Analysis
 Be 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