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PIC/NIC Analysis

PIC/NIC Analysis. Organizing influences on behavior to gain an understanding of why people do what they do. In What Two Ways is Behavior is Changed?. By what comes before it ANTECEDENTS By what follows it CONSEQUENCES. Everyone’s behavior makes sense to him or her at the time

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PIC/NIC Analysis

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  1. PIC/NIC Analysis Organizing influences on behavior to gain an understanding of why people do what they do

  2. In What Two Ways is Behavior is Changed? • By what comes before it • ANTECEDENTS • By what follows it • CONSEQUENCES

  3. Everyone’s behavior makes sense to him or her at the time • To begin to understand her/him -- • Step 1: Identify the problem behavior • Step 2: Identify the antecedents • Step 3: Identify the consequences from the perspective of the performer not the organization • positive or negative • happen immediately or in the future • consequences are certain or uncertain

  4. Which consequences must a manager manage in order to avoid or solve problems? Those for the organization or those for the employee?

  5. Deciphering PIC/NIC What can we use PIC/NIC to analyze? Consequences to individuals

  6. What does P stand for? Positive What is the other option? N for Negative What is Positive or Negative? • The nature of the consequence

  7. What does I stand for? Immediate What is the other option? F for Future What do Immediate/Future refer to? • The timing of the consequence

  8. What does C stand for? Certain What is the other option? U for Uncertain What do Certain/Uncertain refer to? • The likelihood of the consequence

  9. What is the PIC/NIC Pattern for Problem Behavior that Persists? • Many PICS for undesired behavior • in the face of many NFUs P = Positive N= Negative I = Immediate F = Future C = Certain U = Uncertain

  10. What is the PIC/NIC Pattern for Desired Behavior that is Not Enacted? • Many NICs • with PFUs P = Positive N= Negative I = Immediate F = Future C = Certain U = Uncertain

  11. How does PIC/NIC explain • Why people persist in harmful behaviors? • Why people resist change? P = Positive N= Negative I = Immediate F = Future C = Certain U = Uncertain

  12. How does PIC/NIC explain • Why people persist in harmful behaviors? • PIC/NFU • Why people resist change? • NIC P = Positive N= Negative I = Immediate F = Future C = Certain U = Uncertain

  13. What Combination of PIC/NIC Consequences is Typical of the Way Organizations Motivate Employees? • PFUs & NFUs What are some examples? • annual bonuses • contests • promotions • salary increases • getting chewed out • firing • embarrassment • demotion • loss of perks P = Positive N= Negative I = Immediate F = Future C = Certain U = Uncertain

  14. What Combination of PIC/NIC Consequences Has the Strongest Influence on Behavior?Why?

  15. PICNIC PIU PFCNFCNIU PFU NFU Most Powerful Least Powerful P = Positive N= Negative I = Immediate F = Future C = Certain U = Uncertain

  16. In problem solving, what pattern of PIC/NIC do we create for the desired behavior? • PIC Why does this work? • We can make the desired behavior more attractive immediately and thus much more likely to occur again

  17. Always keep in mind … • Whose Behavior Your Are Examining • Whose Consequences Your are Evaluating

  18. Behavior is Changed in Two Ways • By what comes before it • ANTECEDENTS • By what follows it • CONSEQUENCES

  19. The ABC Model Every behavior is affected by something that comes before it and by what it produces.

  20. The ABC Model Antecedents Anything that prompts people to act Behavior (Actions) What we do What we say Consequences What happens to the person as a result of the behavior

  21. Antecedents start behaviorConsequences maintain behavior

  22. When observing people in problem-solving situations …What do people believe (as evidenced by their behavior) is the most effective way to change behavior? • Antecedents

  23. Useful Antecedents • Clarity • Appropriate decisions for action • Hiring well • Training correctly • Setting up effective measurement and consequence systems

  24. By far the most common way to trying to implement change in organizations is to ... • Change antecedents rather than consequences

  25. What is the problem with focusing on antecedents? • It violates the fact that the closest thing we have to a behavior law is that says ... • behavior is a function of its consequences • Thorndike’s law of effect: Behavior that is rewarded gets repeated.

  26. What are behavioral consequences? • Events that follow a behavior and change the probability that the behavior will recur in the future

  27. What is the single most effective tool a manger has for improving employee performance & morale? Consequences

  28. Do consequences wait for you as a manager to design them? • Consequences affect performance whether you attempt to manage them or not • If you don’t manage consequences, they will simply operate unsystematically and often in ways that are counterproductive because • Consequences are always occurring and always impacting behavior

  29. Are you as a manager the only “creator” of consequences?

  30. What Forms Can Consequences Take? • What people do to us • What they say to us • What they give us • What they don’t give us Both the presence of a consequence and the absence of a consequence affect behavior

  31. Your behavior, especially as a person with authority in a hierarchy, ALWAYS functions as either an antecedent or a consequence for those around youJust as their behavior functions as either an antecedent or consequence for yours.

  32. To understand why people do what they do …Instead of asking “Why did they do that?”What should you ask? • “What happens to them when they do that?”

  33. The basic fact:People do what they do for the positive consequences they receiveor the negative consequences they are able to escape or avoid

  34. What determines the effect of consequences? Their value to the performer … Different strokes for different folks

  35. In management, and in life in general, to be effective with others we must know the consequences that they value rather than providing the consequences that are valuable to us.

  36. Timing of Consequences • It is critical that consequence follows behavior we want to affect • Be ware of the squeaky wheel syndrome • If managers devote the majority of their time to problems, they will never run out of work • What role does the attention of managers play? • It is a major positive consequence to the vast majority of the workforce.

  37. What are the Two Types of Consequences? • Those that INCREASE behavior • Those that DECREASE behavior Every behavior has a consequence that affects its future probability.

  38. Consequences that INCREASE Behavior R+ Positive Reinforcement Get something you want R- Negative Reinforcement Escape/avoid something you don’t want

  39. Consequences that DECREASE Behavior P+ Punishment Get something you don’t want P- Penalty Lose something you have and want

  40. Why aren’t punishment or penalties more effective at solving organizational problems? • We hire people to do something (active) not to stop doing something (inactive)

  41. The ABC Model Antecedents Anything that prompts people to act Behavior (Actions) What we do What we say Consequences What happens to the person as a result of the behavior

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