FIELDINGS FOULED UP FOLLIES
[An Unfortunate Amalgamation of Irreverent Irrelevancies]
A Sequel to Revised Laws of Operational Characteristics of Mental Institutions
A short distance between two points [confusion and chaos) is via a Committee.
A shorter distance is a Standing Committee.
The shortest distance is a Cabinet.
If SUCCESS is the goal, start behind the subject's present level of functional performance. If it isn't, why start?
If the data conflicts with your pet theory, throw out the data.
If the data shows that your present approach isn't working, give a testimonial.
If this isn't effective ... recall a case where" ..."
Finally, if the program isn't successful, escalate it.
When a decision must be made, find the individual who precipitated the crisis and fry his tail . . . then refer the whole mess to a Committee for a definition of the problem.
- If the Chairman of the Committee is smart, the problem will be defined as an interpersonal one between two people who don't communicate very effectively.
- If the Chairman is stupid, he will soon be looking for a new job.
If the therapist doesn't establish an expectancy level for the resident, the resident will emit behavior and establish an expectancy set for the therapist.
WHAT IS A REINFORCER?
One man's meat is another man's pitfall.
When a resident doesn't succeed in a program, blame it on his motivation.
Or . . . get a partial education and blame it on the staff a motivation.
Or . . . get smart - take a look at your own motivation!
Be global, that way minor details contributing to successful programs can be avoided. So can the successful programs.
HOW SMALL A SEGMENT OF BEHAVIOR SHOULD YOU REINFORCE!
Don't cut a blueberry pie in pieces smaller than can be served.
Why do something and be responsible for the outcome when you can do nothing and be lauded for your amiability!
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