New and Improved OBM Certificate Program

The Organizational Behavior Management (OBM) certificate program has been improved based on the demand for a more hands-on learning experience. Participants in our new and improved OBM certificate program will learn the essentials of OBM and what learning in the workplace is all about and will develop the skills necessary to design, implement and evaluate an OBM project. Participants will implement a project identified by their sponsoring organization (where they work), resulting in a customized, targeted project to support their organizational needs.

The new and improved OBM certificate program includes three continuing education courses:

Register
BEHP1114:
Essentials of Organizational Behavior Management (OBM)
An introduction to the field of organizational behavior management (OBM)
Register
BEHP1159:
Learning in the Workplace
A comprehensive overview of learning in the context of the workplace, including needs assessment, evaluation and more
Register BEHP1160:
OBM Applied!
An instructor-led project-based course. Participants can work in a group, implementing one project together, or as an individual, working on their own project.
Please call (321) 674-8382, option 2 to inquire about purchasing the OBM certificate program as a bundle. Information on bundle pricing can be found under the OBM FAQ tab.

In addition to our OBM certificate program, FIT is proud to offer additional continuing education courses in the field of OBM, such as:

BEHP1160: OBM Applied! guides students in designing, implementing and evaluating an organizational behavior management project in conjunction with a sponsoring organization. Includes reading assignments, exercises and online sessions to support the development and implementation of an OBM project.

OBM Applied! Registration Information

Course Start Early Registration Regular Registration Late Registration
January Ends November 12, 2017 Ends December 17, 2017 Ends January 4, 2018
$695 $745 $795
Click here to register.
Credits: 23 BACB® Type II CEs or 12 general HRCI credits or 12 SHRM PD credits
Project Proposal Form: Click here for the project proposal form.

The project proposal form should be completed and submitted to abace@fit.edu at least one week before the course opens. Be sure to register as soon as possible, as spaces are limited.

Throughout the project, there are some specific expectations for participants to support their implementation of the project and their success in achieving business results for their organization. For the sponsors, some critical behaviors are recommended to provide ample support for the course participants’ success.

 

Role of the Sponsor Before the Real Work Begins

  • Provide a list to Florida Tech of the team members who will participate in the certificate course. Full names, contact information (email addresses, phone numbers, and work address), and position titles are required.
  • Monitor the team members to complete the required courses; providing them the time to do so is important.
  • Submit the OBM Applied! Proposed Project Application form to FIT. As sponsors, you will serve an ongoing role throughout the project. For participants working together on one project submission, only one project application form is required.
  • Set expectations for course participants to hold time on their calendars for the online meetings.
  • Ensure course participants have access to individual computers and Internet access. The group may participate together in the course using a single computer interface; however, for optimal experience, using their own interface (computer and camera) is strongly recommended.

Expectations for Participating in OBM Applied!

The following expectations of participants for this course will be described in detail during the orientation meeting. This is intended to help the sponsors understand what the participants will be doing as part of the final course in the certificate program, OBM Applied!

  • Attendance at all online meetings: This is not a self-paced course. The unit materials and meetings for each unit are not repeated. Each meeting will be recorded for participants who miss the meeting; however, participants may only miss two live online meetings to still earn the certificate.
  • Submission of work as assigned throughout the course: Each unit (10 units total) will have specific assignments to be completed based on the unit content. These assignments will support the implementation of the project, as well as be the basis for the participant’s presentation during the online meetings.
  • Data collection: Participants are expected to begin and maintain data collection throughout the course. The data (results and behavior measures) will be used to make decisions with participant’s key stakeholders on whether or not to introduce, change or withdraw an OBM solution.
  • Present progress of the project during the online meetings: The online meetings are the opportunity for each participant to discuss project development, ongoing progress using data and troubleshooting with the co-instructor.
  • Complete case study by the end of the course: At the conclusion of the project course, students will submit a case study. The case study will be a write-up of their OBM project. Students are advised to write their case study throughout the course as they complete various components of their OBM project.

Sponsors' Behaviors to Enable Success

In growing high performing and long lasting organizations, the area of leadership often comes up. There is an abundance of material on leadership behaviors that make a difference — often “more spin than science.” There are several (data-based) work that stand out for those interested:

  • Measure of a Leader (Aubrey Daniels and James Daniels) This book turns conventional leadership wisdom on its head, showing how to focus on the behavior of followers to craft a powerful leadership style.
  • Preparing CEOs for Success (Leslie Braksick and James Hillgren) The purpose of this research was to provide unvarnished advice based on the real experiences of sitting CEOs to assist in preparing future CEOs, executives, and leaders.
  • Good to Great (Jim Collins) study that identified and described leadership behaviors in sustained growth companies (“Where are they now?” we asked)
  • Extraordinary Leaders (Jack Zenger and Joseph Folkman) study drawing data from over 25,000 leaders using multi-rater behavioral feedback tools
  • Leading the Way (Robert Gandossy and Marc Effron) research linking financial data and talent management practices and identifying top 20 high-performing companies for Leaders
  • Results-Based Leadership (David Ulrich, Jack Zenger, and Norman Smallwood) for its laser sharp focus on leadership as results and behaviors
  • The Engaging Leader (Ed Gubman) for its easy distinction of “driver” leaders and “builder” leaders

After reviewing each of these and other materials, several focus points can be extracted for the Sponsor.

  1. Leadership behaviors really do matter. They are an integral part of how strategy is executed at every level in nearly all high growth companies. They are not just “top down.”
  2. Leadership behaviors correspond to an organization’s particular business strategy, challenges, and goals. There are some common sets of leadership behaviors (“competencies or attributes”) that correlate to high growth, yet they are distinctly executed in companies to align with specific strategy, culture, issues, and markets. Begin by asking, “What are our greatest business challenges?” Then, “What do our leaders need to do to solve them?”
  3. Companies with the most successful track records are relentless in their focus on leadership development. Senior executives do more than sponsor leadership behaviors, they constantly work to develop and reinforce leaders with targeted behaviors and build systems that drive talent development. Selecting talent comes before setting strategy.
  4. Companies create value leveraging leadership behaviors to create a “leadership brand. Senior executives market this brand internally and externally—often with passion and stories. (Think GE, Procter & Gamble).
  5. Effective approaches focus on strengths not weakness. More important than “bringing execs up to standard” in weak areas may be a requirement to strengthen the most critical leadership behaviors to the highest levels of fluency. Changes in a few critical leadership behaviors impact the bottom line’s growth.
  6. In a more complex, competitive global environment, leaders who can motivate and coordinate teams across boundaries are providing important strategic value. This may include geographical or functional boundaries within a company.
  7. Behaviors that address character and integrity issues also are getting more attention in the advent of SOX. Increasingly, these behaviors are becoming part of more formal assessment processes and the purview of Boards.
  8. Another trend was the finding that leadership is not just a top down activity but also needs to be “built from the ground up”. Several companies viewed supervisors and all employers as front- line leaders. Nucor had a unique culture of high personal ownership, commitment, and engagement to the company’s success, with few management layers.
  9. Differentiation (in pay, career opportunity, training) is practiced in many firms, yet it is balanced with skill building focused on motivating others and succeeding through teamwork. Leaders may be measured by their impact and ability to motivate and develop others.
  10. Flexibility and adaptability, are also critical in the high performing organizations where ambiguity and uncertainty are commonplace. One study of 56 successful growth companies, for example, found that leaders who could change strategy “on the fly” using future focused data and feedback mechanisms were better able to monitor progress towards goals and adjust as needed. Moreover, “homegrown” measures were found to be the most useful (Ivey Business Journal, Jan 2005).
  11. Best practice companies are taking a “talent systems” strategic approach to leadership behaviors. Integration of these behaviors into selection, assessment, promotion, pay, and developmental opportunities.
  12. Growth companies also tend to be stronger at “operationalizing” their leadership behaviors. In other words, a leader’s line manager will be engaged in developing and coaching leadership behaviors and observing them in real time (versus trying to “train” in classroom).

In short, what leaders really do well, and what we recommend the sponsors do to play a critical role in the success of the participants, for this course are highlighted through these 7 leadership behaviors:

  1. Make and lead choices to be in the right markets (#1 or #2 generally) and/or have the vision to get there and stay there though “being the best”. Have a clear, crisp and compelling vision of what success looks like—and get others to see it.
  2. Always be highly tuned into the market, patterns, and trends in the external environment. The best are able to impact that environment.
  3. Have constant focus to develop others, judge on results and focus on your ability to develop and motivate. “It’s not the leadership you exercise, but the leadership you evoke that counts.” Development of others and “walking the talk” of values outrank charisma.
  4. Reinforce creativity and innovation, defined through people and ideas. This goes beyond products/services to creative relationships, synthesizing diverse insights, driving customer and business process innovation, and “sea-change” thinking.
  5. Demonstrate an action mind-set drives decision-making, problem solving, and risk-taking. Speed and aggressiveness combine with analytical thinking.
  6. Be, and encourage others to be, collaborative, which goes beyond simple teaming. It means working across traditional boundaries (functions, geography, markets) to create partnerships, teams, and relationships that break through barriers.
  7. Be adaptive, have a capacity to learn, including through self-reflection, “action learning” and focus on their environment/industry. They create a culture of “addressing reality head on” and flexibility to deal with difficult truths.

OBM Applied! Co-Instructors

per BACB® requirements, Co-Instructors are supervised by Dr. Daniel Sundberg
Graham, Jess

Graham, Jess

M.S.

As an organizational behavior and performance specialist, Jess has been supporting leaders and employees in creating change within organizations for the last 15 years.

Jess has dedicated her career to making a positive impact through influencing workplace culture, leadership development, and service excellence, to effect business results and make a difference in the quality of the lives of employees.

Through applying the science of behavior and continuous improvement, she has contributed to the success of change strategies in a wide range of businesses, including industry, manufacturing, mental health, education and customer service settings.

In coaching leaders at all levels and sharing the science of behavior with thousands of individuals, she loves seeing firsthand the positive effects of implementing organizational behavior management in any type of workplace.

She earned her Bachelor of Science in Psychology from Western Michigan University, and Master of Science in Applied Behavior Analysis from Florida State University. After four years of living and consulting abroad in Australia, Jess brought her skills and experience back to the North American corporate sector and has been in a organizational development role in a multinational corporation ever since.

Jess loves to grow, learn and connect with others who are passionate about making a difference!

 

Mixon, M. Bret

Mixon, M. Bret

M.S., BCBA

Mr. Mixon provides leadership to the Human Resources program at JGMS for the 100-strong employees, and for a joint venture company of an additional 12 scientists. He focuses on the implementation of all employee programs, policies, and procedures with the goal of maintaining the human in human resources through individual interactions with each employee on at least a quarterly basis.

Mr. Mixon has over twenty years of regional and state leadership in the behavioral sciences. His research and strengths in training and motivation have facilitated the development of multiple interdisciplinary teams in education and healthcare. As a certified trainer associate with Tracom Group, Mr. Mixon uses the social styles model to instruct professionals to recognize their communication style and the impact of their style on others in the workplace. Mr. Mixon also brings a rare behavioral analytic perspective to the human resources industry, emphasizing individual and corporate behavior change for maximized efficiency and relationships.

Mr. Mixon has long adopted a servant leadership perspective regarding community involvement.He has volunteer ed at Special Olympics track meets, coached various age levels in competitive baseball, led study groups through his church, taught servant leadership concepts and behaviors to middle school-aged young men, and tutored struggling students. Mr. Mixon has also offered pro bono assessments to families with children with disabilities, conducted speaking engagements relative to behavior strategies and leadership principles, and led efforts to develop community-based autism task forces.

Mr. Mixon enjoys his bride of 29 years, their son and daughter-in-law, and their daughter. He expects himself to "lead his flock" by living out what he says he believes. Mr. Mixon and his wife spend time riding bikes, kayaking, trail running and any other activity that involves a little competition.

Mr. Mixon has presented to groups of various sizes, focusing on such topics as servant leadership and supervision, building proactive shoo l-based autism teams, parenting behavior strategies, pediatric dysphagia diagnoses, and the role of speech-language pathologists in behavior intervention with individuals with autism.

Mr. Mixon is nationally certified as a speech-language pathologist (CCC-SLP) and as a board-certified behavior analyst (BCBA) and holds Colorado state certificates as a principal and a special services provider.

 

 

Quay, Donna

Quay, Donna

M.S.

Donna Quay is a New Zealand-born safety advisor and blog author living in Australia, working in the mining and minerals sector. After graduating from university with a master of science in psychology, she joined the safety team at an aluminum smelter. During her time there, she worked with teams going through various stages of business restructure, to design and implement OBM-supported safety systems. The climate was tough and so were the operating conditions. The results of these projects saw high-risk teams regain control of their safety performance and learn about the predictability of their incidents. Most importantly, the projects created genuine buy-in to the safety culture. Since then, Donna has moved to mining and started an OBM blog. The blog has proved to be a great conduit for keeping the aluminum team engaged in OBM and extending the circle to new members. Donna specializes in behavior-based safety and coaching leaders in how to integrate OBM into their existing systems and processes. In her spare time, Donna likes to mountain bike or go for forest walks with her trusty trail dog, Millie.

Rodriguez, Manuel

Rodriguez, Manuel "Manny"

M.S., VP - ABA Technologies, Inc.

An accomplished practitioner in the field of organizational behavior management (OBM), Manny has had the opportunity to work with organizations across the globe. Highly regarded by his customers and colleagues alike, he has earned a reputation for supporting organizations to achieve bottom-line business results. His experience spans various industries such as human services, nuclear power, government, oil and gas, chemical, transportation, and telecommunications within the Fortune 1000. Manny provides expert advice to leaders on establishing concrete plans for improving results through behavior change. He is especially skilled at facilitating teams to execute strategic plans and preparing leaders to engage employees to reach their maximum potential. Manny presents regularly at national and international conferences and facilitates various educational events for all audiences on the subject of OBM. He has authored articles on the subject matter of OBM, and is co-author of the book OBM Applied! A Practical Guide to Implementing Organizational Behavior Management.

BEHP 1149: How to Take a Systems Approach at Home, at School and at Work

BEHP 1150: How to Bring ABA to the World Through Public Speaking

OBM Project Managers

Biagi, Shannon

Biagi, Shannon

M.S., BCaBA

Shannon Biagi, BCBA, is a Ph.D. student in Florida Tech's Behavior Analysis program in Melbourne, Florida. She completed her master's coursework at Florida Tech in the dual-track Applied Behavior Analysis/Organizational Behavior Management program, and was the president of Florida Tech's Society for Performance Management for the 2014–2015 academic year. In addition to her coursework in OBM, Shannon provided OBM services within the Office of Continuing Education at Florida Tech during her master's program, including developing behavioral skills training systems, managing the performance of student workers and coordinating several large projects. Currently, Shannon is a product development specialist at ABA Technologies, Inc., focusing on the continuing education product line through Florida Tech ABA Online.

Ditzian, Kyle

Ditzian, Kyle

M.S.

Kyle Ditzian is a doctoral student at Western Michigan University studying industrial/organizational behavior management. His research experience includes a variety of topics such as employee motivation, incentives, and strategies for maintaining change. Kyle's work experience spans external consulting with firms such as Reaching Results and the Continuous Learning Group, internal performance improvement within school systems and Kellogg’s and instructional design and delivery for undergraduate-level courses. His work has supported several industries including transportation, education, human services and hospitality through the delivery of advanced training techniques, process improvement, and redesign and performance management. Kyle’s passion is to help organizational leaders achieve maximum potential by motivating and leveraging their employees through the use of behavioral science. Upon completing his Ph.D., Kyle intends to continue his work in developing and supporting organizational change initiatives to improve worker satisfaction, productivity, and safety.

For the last course in the OBM certificate Program, OBM Applied! (BEHP1160), students will be required to purchase the following workbooks. Shipping times for the books may vary, so please ensure that you order these books far enough in advance to have during the entirety of your course.

volume 1
Volume 1
  • Introduction
  • The Business Opportunity
  • Behavior, Results, and Data
Purchase from Lulu
volume 2
Volume 2
  • Performance Diagnostics
  • OBM Solution Planning
Purchase from Lulu
volume 3
Volume 3
  • Engaging the Doers
  • Evaluating Data
  • Sustainability
Purchase from Lulu
volume 4
Volume 4
  • Social Validity
  • Principles of Effective OBM Consulting
  • Beyond the Project
Purchase from Lulu