 is about like a case of generalization okay what do you mean I mean that you've already got these absolute core skills right yeah for dealing with behavior analysis and dealing with people in their actions yeah well businesses are no different it's just their actions right yeah but really what we're talking about is generalization when we start thinking about policies and procedures it's really about the generalization of those policies and procedures into different environments like when you're on the regular road versus going so what you're saying is although we're in a different setting things still kind of work right like the general process is that the same driving on the road versus driving on the off-road it's a different kind of way you want to think about it with your organization even though it's obviously bumpy it's a little bumpy but the process is the same I'm just gonna slow down take it easy getting the effects still so we're good processes are definitely holding new environment slowing it down just getting some observations going I mean we could speed it up the point is still work you know we went from a regular highway yeah I mean it's twisty but we went from a regular I was on this off-road thanks for much smoother it's a it's a G brand like I don't know if the process is that robust but we're gonna imagine managing somebody like this like this is what you're gonna have to deal with I know I just got it well it seems to be the good news and if you think about a business and you think things are staying things are profitable we're keeping an eye on all our bottom lines and people yeah they're doing we're doing well they're happy they're performing I mean happy it's kind of a hard thing to measure but you can ask right so how are these productive they're productive yeah that gets into an interesting point though right so productivity versus employee satisfaction or self-reported employees action yes action is a different issue than employee satisfaction all together so yeah processes will generalize and so we talk about two things with regard to generalization I think that's one of things that Brad and I really want to have home is that the first generalizations you as a VCBA doing OBM work yes and just recognizing that literally the same skill set applies you basically take a step back and treat the entire thing like you would a client yeah pay attention to what might be an MO pay attention to your antecedents your behaviors your consequences it's the same process it's just bigger the word of caution when you're generalizing from your processes is that what's that that problem yeah little hill yeah this when things get a little bit more difficult the things change yeah when things change and they get hard and like kind of like so yeah yeah we're yeah we're going up so going up now who made that one so point being that processes apply and totally don't yes when you make too many changes just talk about stretching a procedure just made it yeah just made it I mean and we're we're in for low we got the lockers in so like we did valet process we're creating a new process on the fly and so we should be writing this down right so and we already have because we know videos and stuff but but yeah we should be yeah if we were doing this for real do we should we should we sadly forth and continue to find out the limit of our process you gotta go to the breaks man science this is my wife's jeep go till it breaks you scared that's that's your bone to pick not mine I have an itch to scratch my bone to pick yeah so what you all can't see is what we can see up there yeah and regular old driving regular old procedures I want a new handbook right so we can rely on the old procedures but it's probably not gonna do as well this is a the trails a little wet and we're a little muddy and but I think we can make it so we're still operating off the old policy procedure manual but which makes sense right because we're talking about generalization only do what we did you only do what you did and because it's up to this point we've been reinforced doing all those things it's been highly fun so you mean it's gonna happen again it's gonna happen again and we're gonna generalize that we're gonna put ourselves in new scenarios and we're gonna test those old things now there's a rock coming over be absolutely happy to that rock looks like an HR issue it is definitely HR issue it's gonna slide on you you're good clear right to the tire right so things are a little slippery here front yeah I guess procedures see there's an example where thanks for Harry but but the procedures still work yeah we didn't get it we're not past that limit the organization right up to it yeah right up there and specifically that's the trickiest part though knowing where that stops yes you have to pay attention to the data like to what the data we're in that case the data would have been what like us sliding off the trail and getting stuck yeah oh no trouble you get some wicked variability and what's going on and right very hidden this suddenly none of those old skills are working yeah nothing means you're on nothing stable nothing stable and now you're in trouble yeah no way to deal with it policies are gonna land where it gets reinforced and you're not gonna know what those are right exactly you're flying blind and then things are gonna get constructed that could be good or not so good right so policies and procedures and generalization right and I think one of the examples here that we're gonna come back to throughout this video is that of scalability a lot of people go hey we're working fine we got ten clients we got two BCPAs on staff life's going good let's let's ramp it up we got 15 people or this is easy right so let's double that you should be the same thing yeah you can have dinner and figure out problems right yeah as you scale up to be bigger those processes may not work it's just like this particular thing here we're just cruising along and following the whole rules of how to be on the road and where to put your hands at ten and two and all that fun stuff maybe those don't work in these types of scenarios they might as we hit a tree like I guess yeah we like this one oh sounds mean to red paint it's called b-roll this is that other this is where this process is going to go too hard right you're good you're gonna watch that rock on your left back to that generalization thing literally going one way clear to do more issue here yeah rock that we're sliding into and we got one on the right yeah I got it cool jeep is sliding down the hill not driving down this is I guess a great example we're not driving no tires are we're sliding you can see the trees moving we're not doing anything we're currently not engaged technically no I'm definitely not engaged in driving yeah sliding yeah so processes are straight up family I don't need there but it wasn't a good sense yeah we do have a spare okay okay muddy that's good during your entire airwishing no no would be an indicator yeah a key performance key performance yeah complete failure so what you're telling me through this whole process is once you hit a certain scenario that policies don't follow through with your continuous essentially you found the bounds of your generalization gradient yeah yeah the bounds of your gradient yes that's boom hit the limit right so those lines of the graph are literally metaphorical walls yeah it's not these gentle tales yeah and I mean it could be anything right it could be the number of staff you it could be in my experience I found a generalization failure the moment we added services that were outside of ABA and really started pushing this one thing to have them here and there yeah doing services and things like that was another another all together to be like well we're gonna we need to be profitable there's a trailer but no we don't stick on the main path why because we've been that's exactly so the limits we got the size of the organization is a natural limit another natural limit I found this really odd is the people in your organization they may not respond to the whole process is maybe a new people and a new corporate climate things change I've observed that as well where a set of people don't necessarily want to change right and I hate the term what and we can dig into that yeah setting up the environment people will not be a response yeah and you're gonna meet resistance it's just that's just the nature I do what I do and I did what I do I think that's what that's something we need to come back to is like the worst phrase in business I've been we've always done it that way yeah right it's not what it is what you always do if you always do but you always did yeah you'll always get what you always got exactly so it's a dangerous phrase we're gonna do what we always did that's the way we always handled it before that's just an example of generalization and finding a limit to that generalization and like I said corporate size new services maybe new locations multiple sites scalability we keep coming back that scalability thing because I think that's something like that it's a it throws a definite wrench or extraneous variable into your generalization right and then you got to start thinking about how how am I gonna solve the same old problems in new ways and how do you go about doing that right it's hard to and you've been reinforced for your current policies and now you're talking about feel like rewriting the same thing yeah and but then I have a habit to yep and you're talking about changing the behavior of individuals within the organization and you're not really changing the reinforcers so you're increasing the effort in the hot necessary messing with the quality which is going to set you up for some fun to imagine yeah there now you got it how do you make change how do you make that exciting engaging engage and worthwhile yeah that's what you want to repeat we won't commit it right and how do you get that and that's motivating operations is definitely anyway we're rambling we'll just keep cruising and enjoying our processes as we can while they still work while they still work and finding that it's getting easy we must be getting reinforced we can even shift man I could say you up for some fun too yeah awful bumpy boss well just be patient let's see what we got you sure after see they don't know saying I'm not feeling so great about it about how it's going I guess sometimes there's problems yeah okay I think they're gonna be