“All Behavior is followed by a consequence, and the nature of that consequence modifies the organisms tendency to repeat the behavior in the future”

• B.F. Skinner

The Beginning

(Applies to humans as well as rats!)

S

Positive ReinforcementINCENTIVES

SANCTIONS

Basic Terminology

Increase or START behavior

Decrease or STOP behavior

Therapeutic Adjustments

Treat sick behavior

Supervision/Drug tests Monitors behavior

S

Consistent Detection(Behavior and Immediate

Consequence)

Reliable detection

(Detection allows the gathering

of information needed by judge

and team to determine

appropriate response)

Speeding ex.

Certainty

Supervision

H

• Urine drug testing at least twice per week

• Random testing all 7 days

• Continuous detection methods (patches, bracelet)

• Electronic monitoring

• Home visits (Extend supervision into natural social

environment - work, home, school, street, cell phones)

• Include law enforcement on the team

• Case manager, supervision, treatment

Reliable DetectionH

Pre-Court CONSIDERATIONSBEHAVIOR RESPONSES:

• WHO are they in terms of risk and need?

• WHERE are they in the program (phase)?

• WHY did this happen (circumstances)?

• WHICH behaviors are we responding to?

– Proximal or distal?

• WHAT is the response choice/ magnitude?

• HOW do we deliver and explain response?

TREATMENT / SUPERVISION CHANGES?

H

NOWLATER

LATER

• Show up

• Try hard

• Tell the truth

• Abstain from use

• Accept disease

• Work Recovery

Proximal = Proximate/Close Distal = Distant

Proximal? Distal? What the heck is that?

H

SETTING THE STAGE

FOR EFFECTIVE

COMMUNICATION

Establishing Trust, Rapport and Safety

D

PUTTING CLIENTS AT EASE

• “Never forget how scary you look.”

• Bad experiences with authority figures, esp.

–Judges, DA’s, Law enforcement,

even Probation

–We have the power to send

them to jail

• Develop Rapport

D

ITS ALL IN THE

DELIVERY

“Its not just what we

say, it’s HOW we say it.”

D

Tone matters

• No “Judge Judy”

• No snarky comments

• No shaming or attacking

• Respectful, firm, clear, but not harmful

D

Deliver Responses With Care• Be patient and explain.

• Be consistent.

–When clients treated differently, explain WHY

• Afford Due Process.

–No blindsides

– Listen, give opportunity to explain

–Utilize team attorney

HELPING HAND AWARD

Presented to

JENNY H.

In thankful re

cognition fo

r

encouraging fellow clients, providing

transporta

tion and moral support!

__________________________

Date: ___________ H

on. Diane Bull, J

udge Presiding

Presented to

ROBIN BROWN

In Recognition for

Achieving and Maintaining Sobriety

For at Least 90 days!

__________________________

Hon. Diane Bull, Judge Presiding

Date: ___________

SHINING STAR AWARD

D

Understand Who You are

Speaking to

• Addicted and traumatized brains hear, retain, and interpret differently.

• This is a group that yearns for validation.

• What does, “You’re doing great” mean?

• We must be specific.

• They may not yet understand the value of prosocial behavior.

• Clients don’t know what “normal” is.

H

UNDERSTAND TRAUMA

• Almost all our clients (veterans and non-veterans, combat or no-combat) have experienced significant trauma– but some may not realize it.

• Traumatized individuals process information differently

• Face significant hurdles and may need “more”.

• Screen at Orientation and design a treatment plan that meets individual needs.

H

Trauma Impedes Communication

Traumatized clients cannot hear or retain what we are saying.

They will not open up.

They are in “survival mode.”

• Use handbooks that clearly define rules.

• Use detailed forms when clients are sanctioned

• Use MI techniques, ask open-ended questions.

• Create a warm, positive atmosphere.

• Some clients don’t want to be touched.

H

PUTTING PARTICIPANTS AT EASE

• Solution: Re-orient the courtroom.

• When clients feel safe, they will

open up.

• Caveat: This will extend your

Court Review!

D

C

CM

DA

LE DC

AUDIENCE

WALLS

BENCH

JURY BOX

T

Att

J

C

D

17

Focus on Incentives

Number one incentive is acknowledgment from the judge

S

INCENTIVES

• Tracking incentives increases use.

• Reinforcers should far outnumber punishers.

• How many incentives is enough?

:

H

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Prob

ab

ilit

y o

f IS

P S

uccess

Ratio of Rewards to Punishments

Goal:

70 – 80%

Completion

rate

Ratio of Rewards to Punishments and Probability of Success on Intensive Supervision

Widahl, E. J., Garland, B. Culhane, S. E., and McCarty, W.P. (2011). Utilizing Behavioral Interventions to Improve Supervision Outcomes in Community-Based

Corrections. Criminal Justice and Behavior, 38 (4).

H

Does an Emphasis on Incentives

Really Make a Difference?

• State of Texas DWI Ct Program Completion

Rate: 69%

• Harris Co. SOBER DWI Ct Program Completion

Rate: 87%

H/D

What if we have no

budget for incentives?• You don’t need gift cards! (See handouts!)

• Some of the most powerful are free.

• The best , most long-lasting incentives are “natural”: paycheck from a job, diploma, regaining custody, repairing relationships, feeling better, etc.

• Natural reinforcers are the byproduct of good treatment, and will help clients long after probation ends.

• Our responses keep clients engaged until natural reinforcers kick in.

H

YOU’RE #1 !

GO 1ST AT COURT

REVIEW !

You’ve got it made

in the shade!!

Subtract 8 HOURS of

community service.

YOU’RE DOING

GREAT!

YOU EARNED A

“LEAVE COURT

EARLY” PASS!

H

Effective Punishment

“4:1” Only Works if

the “1” is Occurring

D

Punishment is NOT the goal

of imposing of Sanctions

CHANGING BEHAVIOR IS

THE GOAL

“What will they

learn from the

sanction?”

D

Punishers Often Include:

• Verbal admonishment

• Curfew, house arrest

• Reduced driving privileges

• Confinement in jury box, holdover cell

• Community work projects

• Escalating periods of jail: 1 – 5 days

max (2-3)

D

Courts that typically impose jail longer than 6 days have

worse (higher) recidivism

S

Jail

• Often not effective

• Can make client’s situation much worse

• Should be reserved for serious

infractions

–Public Safety

– Illegal activity

–Violation of Behavior

contract

S

Therapeutic Responses

• Thinking papers

• Behavior Chain (making connections)

• Treatment level review

• Reassessment

• Volunteering/Giving

back to the community

S

Monitoring Responses

• / case management meetings

• / supervision meetings

• / drug testing

• / continuous monitoring for use

• / GPS

• / attendence at court

• / home visits

S

• Define behavior clearly for team

and participant (both bad and good)

• Point direction (describe positive

behavior you are looking for)

• Target the behavior not the person

(be respectful)

TargetingS

Skill Steps to

Effective Responses

A Magic Formula for Meaningful Conversations:

• Identify behavior to be reinforced/ punished.

• Immediately tell person WHAT behavior you liked/

disliked.

• Tell the person WHY you liked/ disliked it.

• Discuss short and long term costs/ benefits of the

behavior? (Effect on her goals?)

• Pair the approval* / disapproval with an

incentive / sanction.

S

The Script

• I really liked how you showed up on time for Tx becauseit shows me you are considerate and responsible; and you won’t miss information that will really help you.

• Right now, how do you think this behavior has or will help you?

• Can you see where it might have any long term benefits for you?*

• I’m going to give you a raffle ticket for this behavior.

WHY WE DO IT

This method helps clients internalize:

• “I’m not just doing this to get off probation.”

• There are more intrinsic reasons for this change:

boss, spouse, teacher, etc.

We must change the internal tape from:

“I need to be on time to treatment

so I don’t get in trouble” to:

“I NEED TO LEARN SO I CAN GET BETTER.”

D

Sanction Script• It was not appropriate that you fell asleep in treatment

because it’s disrespectful and you missed important information that could help you succeed.

• Right now, how do you think this behavior has or could hurt you?

• Can you see where continuing the behavior might cause any problems for you down the road?

• Let’s discuss what you could’ve done instead, and how that would’ve looked (thoughts/ behavior).

• I’m going to give you a 8:00 p.m. curfew for 5 days. I recommend an early bedtime so this doesn’t happen again.”

D

A Word About Fairness• Behavior Modification Principle:

Humans Need /Expect Fairness

• Commitment increases when the process is perceived as fair.

– If not, clients disengage.

• Young clients and those with MH issues require special attention

• Take the time to explain.

H

Fair doesn’t mean the same.H

H

Capitalizing on Hope at Court Review

• Seeing is believing: New clients need to see it all.

• Take later phases first so new clients will see and hear of the other client’s successes every week.

• Take incentives first– unless a “teachable moment.”

• Utilize mentors or your alumni group.

• Generously use incentives until “natural” reinforcers kick in.

D

Be Positive, Instill Hope

Use MI techniques:

• Avoid argument.

• Roll with resistance.

• Remain solution-focused.

• Help clients see when their

attitudes hamper their goals.

• Praise positive steps clients

take.

OUR CLIENTS WILL LIE,

MANIPULATE US,

PUSH OUR BUTTONS

AND BREAK OUR HEARTS

Try to find something you

like about every client–

some little seed

of potential.

D