If you're reading this article, you've probably heard about positive reinforcement- it's become increasingly popular in safety journals, magazines, and web articles. But what is it, and how does it work?
Positive reinforcement is the introduction of a positive stimulus following a desired behavior that increases the probability that the behavior will be repeated. It is a principle that makes up the operant conditioning framework, a learning process based on the implementation of punishments and rewards to modify behavior. Studied by psychologist B.F. Skinner, positive reinforcement functions on the principle that behaviors with positive consequences are more likely to be repeated, whereas behaviors with negative consequences are less likely to be repeated.
The theory of positive reinforcement is simple: provide positive consequences for a behavior, and the frequency of that behavior will increase. Neuroscientific studies have compared the efficacy of positive reinforcement and punishment to change behavior, and the results show that behavior is more consistently motivated by anticipating a gain than fearing a loss.
Positive reinforcement works because it triggers the reward system in our brain and the neural pathway for the behavior we performed. Our minds create a positive association between the dopamine produced by the positive reinforcement and the behavior that preceded it. We humans can be incredibly motivated when we anticipate the arrival of a positive, desirable consequence- which is why we'll continue to perform any behavior as long as the positive consequences keep coming.
In the Workplace: Types of Positive Reinforcers
There are 4 kinds of positive reinforcers: natural, social, tangible, and token. Knowing what each one is can help us find identify their value at work. Here are the four types as described by Simple Psychology:
Natural reinforcers occur as a direct result of the behavior. Unlike the reinforcers to follow, natural reinforcers don't rely on external influence- they occur as a consequence of the behavior.
Social reinforcers are expressions of approval for an individual or team's desirable behavior.
Tangible reinforcers are physical items of value or rewards given for desirable behavior.
Token reinforcers are points or "tokens" given for performing desired behavior that can be exchanged for an item of value or reward.
Whatever form reinforcement takes, there are certain criteria that must be met for it to be effective:
Specific- it should be clear to the receiver why they are receiving the reward.
Immediate- the connection between the desired behavior and the reward weakens if a considerable amount of time is passed between performance of the behavior and reception of the reward. Rewards should be given as promptly as possible, if not immediately.
Positive- not to state the obvious, but the reward the employee receives should be something they want- or the incentive to perform that behavior loses all power.
Consistent- reinforcement can be spontaneous, but not sporadic. To reap the benefits of positive reinforcement, it should be given on a regular basis to strengthen the reward + behavior connection.
In the Workplace: The Value of Positive Reinforcement
In recent years, positive reinforcement has generated buzz in the management community as an alternative to punishment. In the absence of a robust recognition program, punishment often reigns supreme as the managerial tool for behavior change. But this tool has become more of a weapon by which managers wound their employees and their workplace culture.
We are well-acquainted with punishment from our youth- something we like is taken away or something we don't want is forced upon us because we did something we shouldn't have. It has its place in discouraging unwanted behavior. But when it comes to motivating action, disciplining employees falls short.
While punishment can change employee behavior, improvements are in reaction to an undesired stimulus and usually short-lived. As the sting of the discipline fades, so does the fear that drove the change.
Punishment can create hostility, underreporting, and isolation- all of which are destructive to teams and cultures. And since punishment works by decreasing the likelihood that a behavior is performed, it fails to generate enthusiasm and discretionary effort at work. Employees will learn to do the bare minimum to avoid punishment, often with resentment for the bosses who only seem to notice their work when something goes wrong.
Employees are starved for positive recognition. Gallup polls report that employees who don't receive positive recognition are 3 times more likely to quit than those who do. But data shows that employees aren't getting enough of it.
65% of employees report not receiving recognition from their manager or supervisor over the course of an entire year. When employees aren't told that their work is seen, valuable, and needed, they quickly lose their desire to contribute to the team.
Facing stagnating productivity and climbing injury costs, companies have implemented positive reinforcement and experienced a dramatic transformation in their workforce. One company reduced claims costs by 50% in 12 months, generating $2 million in savings- and their employees sustained those gains for more than 5 years. And a study at a New York state hospital found that delivering positive reinforcement increased compliance with sanitation protocol by 80% in just four weeks.
When implemented properly, positive reinforcement can dramatically change the trajectory of employee performance. It creates an environment where good behavior is nurtured, employees feel appreciated, and going above and beyond is the norm. Plus, it will lower your costs of accidents and injuries.
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