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A great deal of discussion has taken place about the field of Organizational Behavior Management and whether it should broaden its content beyond the field of applied behavior analysis to include fields such social psychology, positive psychology, and more traditional I/O psychology. The current discussions stem from different views of OBM and our struggles in promoting greater use of behavioral technology. The authors discuss their views as practitioners from the field of OBM and suggest that our intervention model needs to be changed to locus more on creating behavioral systems and less on training. Further, the challenge of promoting behavioral interventions is viewed as a function of limited data and a lack of long-term success stories, rather than a function of current content or how we talk about our technology. [Article copies available for a fee from The Haworth Document Delivery Service: 1-800-HAWORTH. E-mail address: Website: [c] 2005 by The Haworth Press, Inc. All rights reserved.] KEYWORDS. Organizational behavior management, behavioral engineering, social psychology, technology transfer

Safety is an important topic in the inherently dangerous mining industry. The creation of a behavior-based safety program and improved employee-management relationships reduced incident rates by 50%. The safety program focused on employee observations and oversight from steering committees. This case study suggests that participation rates of 30% could produce mine-wide safety improvement and considers possible explanations in the context of current literature and anecdotal reports. [ABSTRACT FROM PUBLISHER]

No abstract available for this article. [ABSTRACT FROM PUBLISHER]