How ABA Agencies can Improve Corporate Culture to Reduce Turnover and Increase Quality of Services

Photo by rawpixel on Unsplash

Speaker: Angela Cathey, M.A. (CEO,

1 Type II CEU

Angela Cathey

Abstract: The definition of “corporate culture” varies depending on who you ask.  As behavioral scientists, we look at corporate culture through the lens of our analytic goals – the prediction and influence of behavior towards better working for the organization.  “Culture” denotes the totality of setting factors that occasion the behavior of any given person within the company.  Culture connotes complexity, a major source of which comes from the social interactions among the employees and leaders that comprise the organization.  Thus, when we apply behavioral principles toward the design of culture, we embrace the complexity inherent in language.  We recognize how one’s verbal relating can lead to behaving in a verbally constructed workplace disconnected from contingencies that matter – how leaders might become overly fused and rigidly adhere to policies that inhibit growth – or how our own histories might unknowingly promote gender bias and unhealthy power dynamics that drive people apart.  In the ABA industry, staff turnover and service quality are two common issues that affect the bottom line of providers around the world.  In this presentation, we will give you tools to begin a culture design project in your ABA agency to help create a more committed workforce aligned with the mission, vision, and values, of your agency.  

Learning Objectives:
1) Participants will be able to define “culture” in terms of behavioral processes.
2) Participants will be able to operationally define staff turnover from a behavioral perspective.
3) Participants will be able to define Interlocked Behavioral Contingencies.
About bsci21 703 Articles
President, bSci21 Media, LLC Editor,