McKenzie T L, Rushall B S
J Appl Behav Anal. 1974 Summer;7(2):199-206. doi: 10.1901/jaba.1974.7-199.
Swimmers' attendance at training and work rates were described by their coaches as being poor and irregular. Reinforcement contingencies were developed to remedy these unsatisfactory conditions. Two experiments were conducted. A multiple baseline design verified the effects of publicly marking attendance at practice as a sufficient solution for reducing absenteeism, tardiness, and leaving early. Follow-up analyses showed this contingency to have lasting effects. In the second experiment, a reversal design was used to assess the effects of employing program boards as a means of increasing work output during practice. Work rates in eight selected swimmers were elevated by an average of 27.1% when the boards were instituted. Follow-up evaluations showed that the use of the program boards had lasting effects. Publicly checking the completion of each training unit of work changed the nature of the swimming environment to produce a more productive use of time. The role of the coach was subsequently changed as less time was spent in directing and supervising behaviors.
教练们称游泳运动员的训练出勤情况和工作效率较差且不规律。于是制定了强化措施来改善这些不尽人意的状况。进行了两项实验。多重基线设计验证了公开记录训练出勤情况作为减少缺勤、迟到和早退的充分解决方案的效果。后续分析表明这种措施具有持久影响。在第二项实验中，采用了反转设计来评估使用训练计划板作为提高训练期间工作产出的一种手段的效果。启用训练计划板后，八名选定游泳运动员的工作效率平均提高了27.1%。后续评估表明使用训练计划板具有持久影响。公开检查每个训练单元的完成情况改变了游泳训练环境的性质，从而更有效地利用了时间。随后教练的角色发生了变化，因为用于指导和监督行为的时间减少了。
