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Reinforcement and Corrective Action 143

“thank you” can have a major impact. If the boss brags on our work, it
makes our day. Positive reinforcement is wind for our sails, providing the
support needed to sustain the constancy of purpose required for our long-
term commitments.
During my early years with Eastman Chemical Company, the ability to
positively reinforce was not a prominent management trait. A few managers
who were ahead of their time practiced it, but these pioneers were usually
more popular with their subordinates than their bosses. From this baseline, I
was fortunate to have participated in a cultural change leading to a workplace
environment where reinforcement is graciously given and received. Such
changes do not come easily, but once institutionalized, the process of rein-
forcement is a force multiplier in harnessing involvement and commitment.
Effective reinforcement is critical in developing the organizational mindset
needed to sustain high-level performance and continual improvement.
The primary objective of reinforcement is to help performers feel ap-
preciated for work well done. Reinforcement facilitates the constancy of
purpose needed to sustain and continually improve performance. The focus
should be on reinforcement that is sincere, specific, immediate, and per-
sonal—consistent with what is known as the SSIP rule (Table 13-1). A sec-
ond important acronym to remember is PIC—behavioral research has
repeatedly confirmed that reinforcement perceived by the performer to be
positive, immediate, and certain (PIC) is the most effective form of rein-
forcement in shaping new behaviors. 2

TABLE 13-1
SSIP Rule for Effective Reinforcement
S: Sincere
S: Specific
I: Immediate
P: Personal

The reinforcement process should include both planned reinforcement
for progress on key organizational objectives and other more spontaneous
reinforcement that is integrated into the daily routine. Experience confirms
that long-term effectiveness of the reinforcement process is enhanced
through: (1) training in proper reinforcement techniques, (2) compliance
with the SSIP rule, (3) an emphasis on social, nontangible reinforcement
perceived to be positive, immediate, and certain, and (4) reinforcement con-
tingent upon performance.
Some managers are concerned that their actions to reinforce individu-
als and teams will be perceived as insincere or manipulative. These are valid