This article is concerned with how to measure the efficacy of a cognitive behavior management culture. In order to do so, one must find a consistent understanding and implementation of cognitive behavior management messages from management to staff and staff to clients.
Human service delivery faces the challenge of providing quality services to people with problems in living while under ‘command and control constraints from federal and state regulations. A tool that may help meet this challenge is the quality circle, a management technique borrowed from Japanese industry that has gained popularity among American managers.
Presupposition: all human service delivery is experimental.
Making a shift in a system of human services from a medical model to a cognitive behavior model requires significant design changes within all factors of the system. When such changes are attempted, managers often attempt to address only one part of the system at a time because they are convinced that such practices are pragmatic.
Principle: The management of people, whether staff or clients, is substantially the same.