The newly formed Pennsylvania Association for Behavior Analysis (PennABA) seeks to promote advances in the science of behavior and best practices in the dissemination of its technologies. Like all organizations, PennABA has three main functions: survival, growth, and mission accomplishment (Malott, 1992; Mawhinney, 1992a, b). This essay outlines a strategy for expediting PennABAs successful achievement of these functions. The first tactic assures PennABAs success in an ecological network of alternative guilds such as the Pennsylvania Psychological Association and the Pennsylvania Association of Social Workers. Although PennABA will be required to compete with such guilds for funding and other resources, the strength of behavior-analytic technology and the rapidity with which it can be brought to bear on a wide range of widely recognized human needs suggests that an adversarial strategy will not be necessary for PennABAs survival. To the contrary, the fact that Behavior Analysis overlaps the domains of so many guilds suggests that a cooperative stance involving multiple educational and social-action projects will foster growth by enhancing common interests and goals. By providing other guilds with certification training in the specific principles of philosophical, basic, and applied behavior analysis, we can enlist their grateful support in providing the growth enhancing resources that are available in their unique loci. Finally, ABA shares with other guilds an interdependency in its mission to provide competent and quality services to children and adults with disabilities. The second tactic enlists university resources. Behavior analysis and therapy is considered the treatment of choice for disruptive behavior disorders (Brestan & Eyberg, 1998), developmental disabilities, organizational behavior management (Daniels, 1994; Flemin, 1992), and the need for reasonable accommodation in the workplace (Hantula & Reilly, 1996). Given the prevalence of such need, PennABA can help universities in the state of Pennsylvania connect with the natural communities of reinforcement that will make sponsoring behavior analytic training programs profitable for them. The third tactic for success at survival, growth, and mission accomplishment is to bring together the major organizations and sites for training and hiring (Penn State, Temple University, and Devereux Foundation) so that they may collaboratively manage the start up and growth of behavior analytic enterprises. The fourth tactic is to implement the human resource management model of Crowell and Anderson (1983). That model consists of five management functions: (1) specify program purpose (2) determine program scope at the level of individual workers (3) specify relevant worker actions that, if changed, would help or hinder the achievement of ultimate goals (4) monitor target behaviors and (5) develop individual-worker strategies for achieving the desired behavior changes. Together, these functions create an organizational environment that motivates and directs people to work hard and accept responsibility for helping the organization accomplish its missions (McGreggor, 1960). The first step in translating this management model into an organizational tactic is to bring together key players over the next few weeks to translate the models functions into specific behavioral objectives for our organization (c.f. Locke, Shaw, Saari, & Latham, 1981; Locke & Latham, 1981). One such objective will be to perform a systematic descriptive functional analysis of each area as a step in the process of developing a problem-solving model. …