People with ASD might have odd sleeping habits. They also might have abnormal moods or emotional reactions. For instance, they might laugh or cry at unusual times or show no emotional response at times you would expect one. In addition, they might not be afraid of dangerous things, and they could be fearful of harmless objects or events.
Children with ASD develop at different rates in different areas. They may have delays in language, social, and learning skills, while their ability to walk and move around are about the same as other children their age. They might be very good at putting puzzles together or solving computer problems, but they might have trouble with social activities like talking or making friends. Children with an ASD might also learn a hard skill before they learn an easy one.
Children develop at their own pace, so it can be difficult to tell exactly when a child will learn a particular skill. Become an Intentional Parent. Any questions? Contact The Intentional Tutor. Skip to content Home Observable Behaviors. Communication Each person with ASD has different communication skills. Examples of communication issues related to ASD: Delayed speech and language skills Repeats words or phrases over and over echolalia Reverses pronouns e.
Examples of unusual interests and behaviors related to ASD: Lines up toys or other objects Plays with toys the same way every time Likes parts of objects e. These might include: Hyperactivity very active Impulsivity acting without thinking Short attention span Aggression Causing self injury Temper tantrums Unusual eating and sleeping habits Unusual mood or emotional reactions Lack of fear or more fear than expected Unusual reactions to the way things sound, smell, taste, look, or feel People with ASD might have unusual responses to touch, smell, sounds, sights, and taste, and feel.
Development Children with ASD develop at different rates in different areas. Quality Focus: Watches over job processes, tasks, and work products to ensure freedom from errors, omissions, or defects. Quality Focus: Leverages technology to positively impact quality. Quality Focus: Is open to suggestions and experimentation.
Quality Focus: Understands and applies safety standards. Reports and corrects safety problems. Quality Focus: Consistently produces work that is always among the best. Quality Focus: Anticipates and takes action to avoid quality problems. Quality Focus: Creates effective work processes and ways to measure quality. Quality Focus: Is in the forefront for using tools and techniques to improve work processes. Quality Focus: Empowers others to design their own work processes, lending assistance, if necessary.
Quality Focus: Creates an environment committed to upholding safety standards. Strategic Focus: Does not or rarely aligns daily work activities and resources to support organizational strategies. Strategic Focus: Future implications not considered when making plans, considering decisions and taking action. Strategic Focus: Disregards trends; does not develop plans for future opportunities or problems.
Strategic Focus: Aligns daily work activities and resources to support organizational strategies. Strategic Focus: Thinks about future implications when making plans, considering decisions and taking action. Strategic Focus: Notices trends and develops plans to prepare for future opportunities or problems. Strategic Focus: Sets and implements goals and activities that support the strategy.
Strategic Focus: Promotes having a strategic, future perspective among peers, management and constituents — and walks the talk. Mentally assembles diverse pieces of information and grasps their significance as a coherent, meaningful whole.
Ability to Conceptualize: Does not combine analysis and strategy to produce ideas or decisions. Ability to Conceptualize: Does not understand how various elements fit together in ways that can be explained and understood by others. Ability to Conceptualize: Fails to use analytical skills to generate a range of solutions to problems. Ability to Conceptualize: Fails to see or understand the path forward. Ability to Conceptualize: Fails to effectively translate complex ideas for a variety of audiences.
Ability to Conceptualize: Combines analysis and strategy to produce ideas or decisions. Ability to Conceptualize: Understands how various elements fit together in ways that can be explained and understood by others. Ability to Conceptualize: Uses analytical skills to generate a range of solutions to problems. Ability to Conceptualize: Sees and understands the path forward. Ability to Conceptualize: Can effectively translate complex ideas for a variety of audiences. Ability to Conceptualize: Inspires consensus and buy-in to strategy and new ideas.
Ability to Conceptualize: Provides framework to translate big ideas into action. Ability to Conceptualize: Leads others around top priority solutions to complex problems. Ability to Conceptualize: Maps out a plan for the future; brings team members along toward a common goal. Ability to Conceptualize: Anticipates future consequences and trends and aligns work and people around new strategy. Effectively explores alternatives and positions to facilitate agreements with the support and acceptance of all parties.
Uses appropriate interpersonal styles and strategies to gain acceptance of ideas or plans. Gains Commitment: Focused on getting own point across without considering others.
Gains Commitment: Allows conflict to derail forward progress. Gains Commitment: Poor negotiator; May give in too easily, just to gain agreement; conversely, may leave bad feelings. Gains Commitment: Does not seek common ground. Gains Commitment: Demonstrates good listening skills. Gains Commitment: Deals effectively with conflict; able to settle differences between others.
Gains Commitment: Reaches agreements without damaging relationships. Gains Commitment: Skillfully diffuses attack, contention, and non- negotiable issues. Gains Commitment: Skillfully negotiates the toughest situations with internal and external groups. Gains Commitment: Consistently finds creative solutions to the most difficult problems.
Gains Commitment: Champions the agreement or plan, and motivates others to be champions. Helps others understand the organization's vision and values and keeps them at the forefront of organizational decision-making and action. Leadership Presence: Does not show respect for others. Leadership Presence: Unable to get things done; waits for others to step in.
Leadership Presence: Positive about the University and its beliefs; communicates the values to others. Leadership Presence: Walks the talk; leads by example. Leadership Presence: Demonstrates respect for the rights, dignity, and differences of others.
Leadership Presence: Knows how to get things done. Leadership Presence: Consistently inspires others through words and actions. Leadership Presence: Continuously promotes an open and respectful environment. Leadership Presence: Is looked to in a time of crisis; moves others to act. Takes positive action, using appropriate interpersonal styles and methods, to reduce tension or conflict between two or more people. Effectively handles antagonistic situations using objectivity and avoiding personal attacks.
Manages Conflict: Avoids conflict situations where action in needed. Manages Conflict: May drive for a solution without understanding the problem or before others are ready. Manages Conflict: Acts in ways that escalate conflict; may engage in personal attacks. Manages Conflict: Gives in and says yes too soon; conversely, may be overly competitive and need to win every dispute.
Manages Conflict: Recognizes and addresses conflicts quickly. Manages Conflict: Collects information to understand the conflict; listens to all sides. Manages Conflict: Stays focused on resolving the conflict. Manages Conflict: Finds common ground; and settles disputes equitably. Manages Conflict: Anticipates and acts to address potential conflict situations; helps others address difficult situations. Manages Conflict: Identifies and gains agreement on the key issues to be resolved.
Manages Conflict: Uses conflict as an opportunity for improvement. Recognizes and acknowledges strengths in others. Provides timely guidance and feedback to help others develop knowledge and skill areas to accomplish tasks or solve problems.
Mentors and Coaches: Does not coach or mentor other employees; does not acknowledge the strengths in others. Mentors and Coaches: Feedback is infrequent; avoids difficult conversations. Mentors and Coaches: Does not provide clear expectations or guidance, and does not follow-up or check for understanding. Mentors and Coaches: Assumes what employees and coworkers need; may have trouble adapting to their needs.
Mentors and Coaches: Willingly mentors other employees who need help and further development. Mentors and Coaches: Provides honest and timely feedback and reinforcement. Mentors and Coaches: Explains and demonstrates expected behaviors; encourages questions to ensure understanding.
Mentors and Coaches: Is an active listener; adapts mentoring to the needs of employees and coworkers. Mentors and Coaches: Seeks out opportunities to mentor and coach employees; showcases the successes of others.
Mentors and Coaches: Looks for opportunities to give appropriate feedback on performance; reinforces efforts and checks on progress. Mentors and Coaches: Explains, demonstrates, and reinforces expected behaviors, knowledge, and skills; is a role model.
Mentors and Coaches: Inspires employees and coworkers to develop and grow. Skip to Navigation Skip to Content. Observed Behaviors. Printable version of Observed Behaviors Job duties and responsibilities are important in establishing performance expectations and reviews.
Accountable for Results. Customer Service-focus. Balanced Decision-making. Commitment to Inclusion, Diversity and Equity. Consistently interrupts insensitive jokes or inappropriate language that alienate others Commitment to Inclusion, Diversity and Equity: Leverages diverse backgrounds and talents in decision-making. Creates effective teams that reflect the spectrum of differences in the community Commitment to Inclusion, Diversity and Equity: Champions inclusion and equity; involves others to improve outcomes hiring, promotion, retention, climate.
Develops Self and Others. Works with Passion. Builds Partnerships. Communicates Effectively. Creativity and Innovation. Critical Thinking. Facilitates Change. Individual Efficiency. Manages Information. Interpersonal Versatility. Organizational Agility. People Focus.
Plans and Organizes. Key behaviors are observable. Key behaviors are measurable. Key behaviors are written in a language that is understood by both employees and supervisors. Key behaviors are written as succinctly as possible. Key behaviors drive the successful performance of the competency. What is Behaviour in simple words? Behaviour or behavior is what an animal or plant does or how it acts. Behaviours may be conscious or unconscious.
In experiments, behaviour is the observed reaction which occurs when an organism is given a stimulus. Some organisms are more complicated than others and may be more aware of their surroundings. What are physical behaviors? Physical behaviour can be described as actions performed by an individual throughout the day, for example, sleep, exercise, physical activity, and sedentary behaviour, and also include negative events such as falls.
What is personal behavior? Personal Behavior. The observable response of a person. What is overt behavior? Overt behaviour is any bodily action that persons can directly and sensorily observe.
Here are 8 of the most common bad behavior habits to avoid Guilt Tripping. The guilt tripper uses not-so-subtle strategies to let others know they aren't happy about something. Holier Than Thou. Temper Tantrums. Poor listening. Bad manners. What are 4 functions of behavior?
The four functions of behavior are sensory stimulation, escape, access to attention and access to tangibles. What is a behavior goal? A behavioral goal is solely focused on what you, and only you, are doing. To hone in on your behavioral goal, think of your outcome goal, and then ask yourself, what would it take for you not Tom, not Nancy…. What do you have to do to make it happen?
Those actions are your behavioral goals. What happens before a behavior is called? Antecedent- The events, action s , or circumstances that occur immediately before a behavior. Behavior- The behavior in detail.
Consequences- The action s or response s that immediately follows the behavior. What are the different types of behaviors? How do you define behavior?
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