Behavioral Engineering and Long-Term Care
- History

By virtue of many years of successful implementation of behavior modification methods, Behavioral engineering moved from the realm of "theory" to reliable practice.

The principles of behavior engineering are engendered in a strategic understanding of actions. We have learned that whether described as simple or complex, every action is controlled by events that can be documented. Quite simply, behavior is contingent, not free. The power of behavioral engineering is in its ability to leverage change in behavior by understanding and controlling the events on which it is contingent.

Experience in the practice of behavioral methods has revealed that events that control actions are both common and idiosyncratic. By methods of strategic observation, behavioral engineers are able to identify and isolate events that control actions. Frequency of observations is directly correlated to the reliable identification of controlling events. The ability to manipulate specific behavioral controllers gives rise to the system of predictable and precision management of actions known as behavioral engineering. In its ability to ensure prediction and control of behavior, its greatest achievement is creating the efficiency and economy of action.

The development and subsequent successes of behaviorism led to many applications. Its value of bringing reliable and predictable controls to both individual and complex behaviors has provided a meaningful tool for the workplace. In the hands of skilled practitioners, behavior engineering (popularly known as performance management) has developed a stellar track record in industries of highly diverse workplace environments, ranging from assembly line labor to corporate management. The single variable that is common to all workplace environments is people and their actions. And since underlying principles of behavior are equally applicable to all people, the task of the behavioral engineer is a reliable and uniform process that ensures predictable results. The only contingent variable is the scale and complexity of the task. As architects who design large, complex buildings require more time to completion than for simple and small structures, behavioral engineers face a similar challenge. A large organization with multiple layers of complex actions will achieve success, but require more time.

The long-term care industry is replete with behavioral complexity manifested in both layers and classes of people. Yet, in spite of complexities and scale, the focus of a behavioral intervention is but one mission and that is to bring value to the consumer. The starting point is abundantly clear. It will be the task of behavioral engineers to work from an understanding of the events that control the relationships between staff and consumer and to manipulate circumstances that will realize a measurable change in staff response and, by building behavioral efficiency that protects against risks, bring permanent and meaningful value to the consumer.