IGA MEASURES TAILOR THE GOALS OF A PROGRAM TO THE NEEDS OF THE INDIVIDUAL CLIENT. THE POTENTIAL BENEFITS FROM THESE MEASURES ARE AS FOLLOWS: (1) THE CLIENT WILL BENEFIT DIRECTLY FROM THE PROGRAM; (2) THE STAFF IS PROVIDED WITH AN IMPORTANT NEW INCENTIVE; AND (3) UTILIZABLE SIGNIFICANCE CAN BE GIVEN TO A BROAD RANGE OF PROGRAM MANAGEMENT PROCESSES AND RESEARCH ENDEAVORS. PROBLEMS WHICH ARISE INCLUDE LACK OF COMMITMENT TO IGA EVALUATION, INABILITY TO SET REALISTIC OR APPROPRIATE GOALS, AND RATIONAL OR IRRATIONAL REJECTION OF RESULTS. MUCH DEPENDS UPON THE SKILL OF THE PERSON ESTABLISHING THE PROGRAM, THE ATMOSPHERE OF THE INSTITUTION, AND THE TIMING OF CHANGES. THE FOUR METHODS EXAMINED ARE THE CONCRETE GOAL-SETTING METHOD, THE GOAL-ORIENTED AUTOMATED PROGRESS NOTE METHOD, THE GOAL ATTAINMENT SCALING METHOD AND THE PATIENT PROGRESS RECORD METHOD. A DESCRIPTION OF THE METHOD ORIENTATION IS PROVIDED, FOLLOWED BY A DESCRIPTION OF THE FORMS, RATINGS, SOURCES OF RATINGS, FEEDBACK, AND COMMUNICATIONS REQUIRED FOR EACH PROGRAM. THE CONCRETE GOAL-SETTING METHOD USES SIMPLE FILE CARDS AND REQUIRES THAT THE PATIENT SET HIS OWN GOALS. THE OTHER METHODS USE COMPUTERS BUT COULD BE MODIFIED FOR NONAUTOMATED USE. BOTH THE CONCRETE GOAL SETTING AND THE GOAL-ORIENTED AUTOMATED PROGRESS NOTES METHODS INVOLVE THE CLIENT IN GOAL SETTING. THE OTHER TWO METHODS CAN BE DESCRIBED AS STAFF ORIENTED. ALL THESE SYSTEMS PROVIDE BETTER-THAN-EXPECTED ATTAINMENT WHICH INVITES SUPERVISORY REINFORCEMENT OF EXCELLENCE. THESE METHODS OFFER A POSITIVE APPROACH IN WHICH REACHING THE GOAL ITSELF CAN PROVIDE SUFFICIENT REINFORCEMENT. (GLR)