Many supervisors use informal contracts or agreements in their coaching sessions, but too frequently these fail to produce the desired change. "If you improve your attitude, then you'll get ahead around here" is one example. Such a contract does not specify exactly what behaviors are expected. The target person may have a very different set of behaviors in mind from those the supervisor intended. Likewise, it does not specify exactly what the contingency is. What does it mean to get ahead? Promotion, more money, or more privileges? Disappointment and confusion can be avoided with the contingency contract.
The first step is to pinpoint the "if" portion of the contract. Three elements should be included in pinpointing: (1) specific behavior (what); (2) the situation where the behavior is to be performed (where, when, with whom); and (3) the amount of the behavior expected (how much, how long). There should be no ambiguity in any of these elements. The second step is to determine the "then" portion of the contract. An appropriate reinforcer must be identified and agreed on. Here, too, it is important to be very specific: If the contingency involves a response from you, then state explicitly what you agree to do. If the contingency is an activity, clearly describe that activity as well as the amount.
High-probability behaviors are ideal reinforcers for contingency contracts in the organizational setting. That is, behaviors the target person is already performing can be used as reinforcers. These generally include work activities and leisure activities. For example: "If you make one call to a new client, then you may make five calls to old clients." In this contract, a high-probability work behavior is contingent on a low-probability work behavior. In effect, through contingency contracting, the manager teaches the target person to better manage work behavior. Or; "If you type six letters without errors, then you may make one five-minute personal call." This contract employs a high-probability leisure behavior as the contingent reinforcer. Note that the amount of the activity in both cases is clearly indicated.
The contract must be fair, and the behavior expected should be one that the target person can reasonably perform. Contracts that require people to perform behaviors they don't know well or that require a substantial increase in frequency generally fail, whereas contracts that specify a small increase in the frequency of a familiar behavior are more successful. Likewise, the contract must be honest.
Contingencies should be carried out immediately and within the terms of the contract. If for some reason the agreed upon contingencies cannot be delivered, negotiate a new contract with the target person. A series of short-term contracts (a week or a month long) is generally better than a long-term one (six months or a year). The duration of the contract should be definite, not open-ended-the expiration date reminds you to review progress and revise the con tract's terms. The contract's terms should be clear, in writing, and be signed by you and by the target person. This not only adds to clarity, but emphasizes the commitment on both sides.
Contingency contracting can be a powerful management tool in promoting self-directed work behavior. By using the contracting method to solve behavior problems, you can simultaneously teach employees to manage their own behavior more effectively. The ideal goal is a setting in which all employees develop and carry out contracts with themselves and with others. You can teach and reinforce employee self-directed behavior by gradually shifting the determining role from yourself to the target person. This involves moving from manager-controlled contracting to employee-controlled contracting. In manager-controlled contracting, you determine the amount of the task required and the amount of the reinforcer to be given. When the target person performs the task, you deliver the reinforcement. As the target person begins to understand the process, begin to give that individual the responsibility for determining behavior and consequences and for delivering the reinforcer. If you do this systematically and consistently, you can increase the frequency of self-directed work behavior. The reinforcer to you is a more productive team and more time for other aspects of your work.
Tokens
Tokens are objects that take on reinforcing value because they can be exchanged for a tangible reinforcement. Money is a token, for example: The coins and paper have no inherent reinforcing value, but can purchase an unlimited variety of reinforcers. There are several advantages to tokens. First, because they can be converted into a variety of reinforcers, they allow for individualized reinforcement.
For example, a company might give employees points for being on time, and such points can be accumulated and exchanged for items in a mail-order catalogue. Points allow all target people to select reinforcements of their own choice.
A second advantage is that the tokens or points bridge the delay between the time people perform the desired behavior and when they actually receive the reinforcement. The Christmas bonus is in theory supposed to reinforce quality work in the past year, but because the bonus comes so long after the performance of the work behavior, it has limited reinforcement power. In contrast, points can be given almost immediately for a variety of contracted desirable work behaviors, and these points can then be accumulated and exchanged for the bonus. In this system, even though the bonus comes only once a year, its reinforcing value extends throughout the year.
Furthermore, those who have exhibited superior performance earn more points. This makes the bonus truly contingent, because you simply insert a specific number of points into the if-then statement: "If you complete the report on time, then you will receive three points." This allows you to use the same reinforcer-the points-with several people as well as to reinforce several different behaviors of one person.
It is not necessary that a token or point system be company-wide; it can easily be established in a single office or division or with a single person. Points can be exchanged for any potential reinforcer, such as extended lunch hours or additional breaks. The token system also works well in conjunction with the reinforcement menu discussed below. A final advantage is that tokens can be used to increase a behavior slowly by gradually requiring more and more performance of the behavior to earn a token or point.
