Shahla Ala'i-Rosales, Ph.D., BCBA-D

Shahla Alai-Rosales received her B.S. from Southern Illinois University and her M.A. and Ph.D. from the University of Kansas. She is an Associate Professor in the Department of Behavior Analysis at the University of North Texas and the director of the North Texas Autism Project (NTAP). NTAP is a service, training and research program working in cooperation with several global partners, with applied anthropologists, and with Easter Seals North Texas. Shahla teaches classes on ethics, autism intervention, parent training, applied research methods, and behavior change techniques. Shahla served on the governing board of the Behavior Analysis Certification Board (BACB) and as a subject matter expert on supervision and on ethics. She has published and presented research on ethics in early intervention, play and social skills, change agent training, conditioned reinforcement, and evidence-based practice. She was awarded an Onassis Foundation Fellowship for her work with families and was also the recipient of the “Fessor Grahm” award, UNT’s most cherished teaching award. She is currently collaborating on a book to guide the training of supervisors in behavior analysis and another book that explores the role of love and science in autism interventions.

 

Abstract
“Cultural Responsiveness in Behavior Analytic Practice”

Section 1.05 of the BACB Compliance Code focuses on professional relationships between people of differing ages, genders, races, ethnicities, national origins, religions, sexual orientations, disabilities, languages and socioeconomic status. Ideally, behavior analysts in clinical practice should be non-discriminatory and be developing increasingly more cultural responsiveness when working with people of differing backgrounds, life experiences and preferences. Cultural responsiveness is closely yoked with experience, ethical perspectives and social justice. This presentation will review behavior analytic conceptualizations of culture and cultural responsiveness, the WEIRDness of our discipline, ethical perspectives, and some inherent barriers and possibilities within our discipline. The presentation will close with a summary of suggested pathways leading to cultural responsiveness and social justice.

Ramona A. Houmanfar, Ph.D.

Dr. Houmanfar is a Professor of Psychology and serves as the Director of the Behavior Analysis Program at the University of Nevada, Reno (UNR), Editor of the Journal of Organizational Behavior Management, editorial board member of Behavior and Social Issues, trustee of the Cambridge Center for Behavioral Studies, and Chair of the Organizational Behavior Management Section of Cambridge Center for Behavioral Studies. Dr. Houmanfar is also the former senior co-chair of the Association for Behavior Analysis International, Director of the Organizational Behavior Management Network and President of the Nevada Association for Behavior Analysis.

Dr. Houmanfar has published over 60 peer reviewed articles and chapters, delivered more than 100 presentations at regional, national, and international conferences in the areas of behavioral systems analysis, cultural behavior analysis, leadership in organizations, rule governance, communication networks, instructional design, and bilingual repertoire analysis and learning. She has published co-edited books titled “Organizational Change” (Context Press) and “Understanding Complexity in Organizations” (Taylor & Francis Group). Her third co-edited book titled “Leadership & Cultural Change” was recently published by Taylor & Francis Group.

 

Abstract
“Contingency Analysis of Wellbeing in Organizations and Beyond”

A growing body of scientific evidence suggests implicit biases influence ways our actions may affect others to the extent that may favor some and detract from others. Biases can be deleterious and throw decisions off course just enough to harm others (e.g., women and minorities) or unjustifiably protect special interests. Moreover, the numerous examples of ways diversity can promote organizational success and quality of healthcare have generated interests of organizational leadership in relation to bias and diversity across industries. In their role as guides, leaders create new verbal relations between the current and future state of the organization, between the future organization and its niche in the future environment, and between current employees and the future organization. In many ways, leaders’ communication and decision making shape the interlocking behavioral contingencies, aggregate products (i.e. metacontingency), and the behavior topographies of consumers (i.e., cultural practices and macrocontingency). In addition, this process can bear positive or negative influences on the wellbeing of the organizational members plus the external environment (including the physical and social environment). This presentation provides an overview of ways behavior science can contribute to the design of healthy environments in organizations and beyond that support the well-being of all and reduce inequitable use of resources

Mark Mattaini, DSW, ACSW

Mark Mattaini, DSW, ACSW, is president of the Association for Behavior Analysis: International, and holds an emeritus appointment at Jane Addams College of Social Work, University of Illinois at Chicago, where he was previously director of the doctoral program. He has chaired 25 dissertations related to responses to social issues. Most of his PhD graduates are engaged in research and practice with marginalized populations, including those victimized by-and perpetrating-violence, and in developing evidence-guided supports for young people experiencing homelessness and social exclusion. Dr. Mattaini is author or editor of 13 books, two of the most recent being Strategic Nonviolent Power: The Science of Satyagraha, and Leadership for Cultural Change: Managing Future Well-Being, as well as numerous other publications. Editor of the interdisciplinary journal Behavior and Social Issues since 2001, Dr. Mattaini has served on the editorial boards of multiple journals in behavior analysis and social work, and has been a long-time member of the Board of Planners for Behaviorists for Social Responsibility. He has developed, implemented, and researched behavioral strategies for individual, family, organizational, community and policy level intervention, increasingly emphasizing advocacy, accompaniment, and activism in recent years. Consistent with that emphasis, his recent scholarship has focused on nonviolent action supporting social justice, and behavioral systems science at the cultural level.

 

Abstract
“Behavioral Systems Science Supporting Social and Environmental Justice”

For the past seven decades, beginning with B.F. Skinner, behavior analysts have asserted that behavior science could guide efforts to intervene in such challenges across system levels. This has proven largely true at personal and interpersonal levels, although our research findings still are not effectively applied in practice in most cases—so there is still much work to do there. Work being done at community and public policy levels has been much more limited, although what has been done has been encouraging. Contemporary human societies, however, currently face a number of intractable and corrosive struggles grounded in social injustice, collective biases and associated violence, human rights violations, the growth of authoritarianism, and marginalization of entire cultural, racialized, and oppressed groups (all of which also contribute to climate change, perhaps our most serious global concern). Seriously challenging such injustice is always costly (sometimes in lives), and often only marginally effective—or even counterproductive. In this presentation, the author will discuss recent behavioral systems science scholarship that holds promise for contributing to more effective and efficient strategies for social action and nonviolent resistance (while fully recognizing that challenging serious injustice is always costly). Particular attention will be paid in the presentation to “constructional” options that may progressively shape more just societies, while respectfully accompanying those who are struggling.

Carol Pilgrim, Ph.D.

Dr. Carol Pilgrim is professor of psychology and associate dean of the College of Arts and Sciences at the University of North Carolina Wilmington. Dr. Pilgrim has contributed substantially to behavior analysis through her leadership, teaching and research. She has served as president of its major organizations, including ABAI (as well as its Southeastern ABA chapter), the Society for the Advancement of Behavior Analysis, and Division 25 (Behavior Analysis) of the American Psychological Association. She also served as secretary of the Society for the Experimental Analysis of Behavior, and as a board member of that organization for 8 years. She has advanced the dissemination of behavior analysis and the vitality of its journals in her roles as chair of the Publication Board of ABAI, editor of The Behavior Analyst, co-editor of the Experimental Analysis of Human Behavior Bulletin, and associate editor of the Journal of the Experimental Analysis of Behavior. She has served on the board of directors of the Cambridge Center for Behavioral Studies and other organizations, and chaired numerous committees. Dr. Pilgrim is known, in addition, as a stellar teacher and mentor. She has been recognized with numerous awards, including the North Carolina Board of Governors Award for Excellence in Teaching and the ABAI Student Committee Outstanding Mentor of the Year Award. Dr. Pilgrim’s research expertise and contributions traverse both basic experimental and applied behavior analysis. Her health related research has brought behavior analysis to the attention of scientists and practitioners in cancer prevention, and she is noted for her innovative work on the development and modification of relational stimulus control in children and adults.

 

Abstract
“Women and Leadership and Behavior Analysis: Oh, Yes!!”

Recent years have witnessed increased discussion of the necessary participation of women in leadership positions for organizations and ventures of all kinds. Unfortunately, and despite these discussions, women continue to be woefully under-represented in important leadership roles. There are many reasons for this state of affairs, but perhaps central among them is that pursuing and/or accepting a leadership position represents an impactful decision for any woman – one that can influence many dimensions of her career direction and development. This talk will reflect on some lessons learned from my own experiences with leadership roles in academia and professional organizations, with special emphasis on ways in which fundamental behavior-analytic principles can help to inform effective leadership strategies and skill development.