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Ethics II > Intro to Ethics in Counseling > Flashcards

Intro to Ethics in Counseling Flashcards

1
Q

Most common ethics complaints across studies

A
  • Sexual misconduct
  • Improper practices (often insurance & fee issues)
  • Multiple relationship (non-sexual boundary issues)
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2
Q

Prevalence of complaints

A

Very rare
Many violations unreported
Clients don’t know rights; don’t feel empowered
Colleagues don’t want to get involved

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3
Q

Intentional v. Unintentional Violations

A

Violations are typically unintentional and may be relatively benign but important to be aware of

  • 75% of psychologists discuss clients with friends without revealing names; 8% discuss clients and reveal their names
  • Intentional Violation: 62% of psychologists intentionally reveal confidential data
  • Unintentional Violation: 75% misinterpret legal and ethical obligations for clients at high risk for violence
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4
Q

What is an example or reason for an unintentional ethical violation?

A

Example.

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5
Q

What is an example or reason for an intentional ethical violation?

A

Example.

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6
Q

Who is at risk for ethical violation?

A

Statistics suggest:

  • Male therapists and educators are more likely to engage in sexual misconduct than female therapists
  • Someone who has gotten away with it once, more likely to do it again

*Virtually anyone is susceptible to violating confidentiality and engaging in dual relationships Everyone must be vigilant for themselves.

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7
Q

Four Reasons for Ethical Behavior

A
  1. Moral Behavior from Developmental Psychology
  2. Codes of Ethics
  3. Philosophical Foundation of Ethics
  4. Research on Professional Ethics
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8
Q

Moral Behavior

A

Involved in Moral decision making
Includes moral action: any behavior than can affect the welfare of another
Can make good faith efforts even if actions are not successful
Actions need not be successful to be moral

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9
Q

Moral action

A

Any behavior than can affect the welfare of another
Can make good faith efforts even if actions are not successful
Actions need not be successful to be moral

i.e., neighbor break-in and moral obligation to do something
Don’t have to put self at risk
i.e., you have obligation to get firearms away from suicidal ideator but do not have to go get gun yourself

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10
Q

James Rest’s model of moral decision making

A
  • Describes what prompts moral or ethical behaviors and how we develop the ability to make moral decisions
  • Includes:
  • –moral sensitivitiy
  • –moral reasoning
  • –moral motivation
  • –moral character
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11
Q

Moral Sensitivity

A
  • Must be able to recognize when a situation has implications for the welfare of another
  • Realizing the impact of your behavior on clients, colleagues, and the public
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12
Q

Moral Reasoning

A
  • Thinking through alternatives once a situation has been recognized as having moral implications
  • Partly emotional, partly cognitive
  • Not everyone processes with equal efficiency or maturity—expertise seems to correlate with biological maturity and social experience
  • Not necessarily in specific, deliberate order or process; must be careful not to make “knee-jerk,” heuristic decisions or reactions
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13
Q

Moral Motivation

A
  • Deciding whether to move forward once a moral action has been determined
  • Competing values may interfere with follow through
  • Results in a test between ethical values and other values
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14
Q

Moral Character

A

Carrying out the moral action to its conclusion

Persevering with moral action despite personal costs

Moral action cannot take place if not executed

Depends integrity and character

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15
Q

What is the value of the Moral Behavior Model?

I.e., why look at this at all? Why not just read the APA codes and call it good?

A

Model gives some insight into the internal processes of making ethical decisions

Provides a framework to identify ethical issues

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16
Q

What are Ethics Codes?

A

Specify rules of conduct and standards of care for members

Members agree to follow code in professional activities even if values of the code contradict personal values

Includes prescribed and prohibited behaviors

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17
Q

Pros & Cons of Ethics Codes

A

+Provide support when facing ethics dilemma

+Extol aspirational statements that express basic ethical values of the profession

  • Lag behind cutting-edge issues (e-therapy, HIV, etc.)
  • Often represent compromise rather than ethical ideal
  • /+Not definitive guides for responsible behavior
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18
Q

Why use philosophical foundation for Ethics?

A

Relies on philosophical literature to connect professional conduct to wisdom of the ages

Excellent resource for coping with most difficult and confusing ethical dilemmas

Philosophy defines ethical principles, which can be used to evaluate options when codes do not provide sufficient guidance for resolution.

19
Q

What are the Five Ethical Principles?

A 
Autonomy
Beneficence
Nonmaleficence
Fidelity
Justice
20
Q

Autonomy

A

Respect for client autonomy

Respect for the inherent freedom and dignity of others
Right for people to make their own decisions
However, Autonomy has limits
one person’s autonomy cannot interfere with another person’s freewill, e.g., killing someone
Must understand implications of their freewill in order to appropriately exercise it
Right is privacy is related to Autonomy
When evaluating possible courses of actions, ask which alternatives are most consistent with this principle?

“kitties have free will” example
Suspend autonomy in order to achieve a particular goal

21
Q

Beneficence

A

Obligation to do good

Responsibility to do good

Need not guarantee positive outcomes but must do best and provide alternatives when not effective
Make improvements
Consider benefits to public when weighing options

Not enough to not injure clients; first avoid harm, but then do good

22
Q

Nonmaleficence

A

Avoidance of harm

Primum non nocere—First, do no harm

Duty to avoid harm does not require omniscience, but does dictate careful, prudent judgment

Do not engage in activities known likely to cause harm, even if the alternative is doing nothing

23
Q

Fidelity

A

Obligation to keep promises, follow through on commitments

Faithfulness to promises made and to the truth—loyalty

Place client interests ahead of own; be loyal to clients even when it is inconvenient or uncomfortable

Principle also implies loyalty to colleagues and the profession

24
Q

Justice

A

Provide fair, just treatment to all

Obligation to act fairly

Ethically obligated not to show bias on the basis of race, age, gender, culture, or any other variable irrelevant to the matter at hand

Not enough to avoid prejudice; offer additional services to those whose difference is relevant

25
Q

Research on Ethics

A
  • Few & far between
  • Provides information on emerging issues not incorporated into codes
  • Generally free of the compromise reflected in codes
  • Provides warnings to practitioners about risky behavior and ethical pitfalls
  • May not work in situation
  • Those working together may be too like-minded, may not be balanced
  • Academia vs. Practice
26
Q

Statutes, Rules, Common Law, Codes

A
  • Statutes and rules place constraints specifically on what can and can not be done
  • Codes and laws may overlap greatly but not entirely
  • Codes encourage practitioners to follow laws, but 57% of psychologists report violating laws or rules because they believed compliance could injure more than help clients
27
Q

Two forms of Ethical Reasoning

A

Intuitive Judgments

Critical-Evaluative Judgments

28
Q

Intuitive Judgments

A

Frequent approach to making moral/ethical judgments
However, not everyone has necessary intuition (ethical sensitivity) to consistently make solid ethical and moral judgments

29
Q

Critical-Evaluative Judgments

A

Analyzes problem in a deliberate fashion
Considers professional standards and the wisdom of ethics scholars
Protects public from idiosyncratic intuition of individual therapists

30
Q

Welfel’s Model for Ethical Decision Making

A

Step 1: Develop ethical sensitivity
Step 2: Clarify facts, stakeholders, and context of case
Step 3: Define central issues and options
Step 4: Refer to professional standards, laws, and regs
Step 5: Search out ethics scholarship
Step 6: Apply ethical principles to situation
Step 7: Consult supervisor and colleagues
Step 8: Deliberate and decide
Step 9: Inform supervisor, document process and action
Step 10: Reflect on experience

31
Q

Step 1: Developing Ethical Sensitivity

A

More than 1/3 fail to recognize ethical issues in taped simulations of sessions; ¼ failed even when prompted to consider ethical issues

Attention is often focused elsewhere

Best development of ethical sensitivity through formal education in graduate programs

Precursor to the model—need to be able to do this prior to the onset of an ethical situaiton/problme
Minimally, know and understand professional ethics

Develop personal principles and philosophy consistent with the profession

Shift mindset about Ethics
Most are not huge red flags but small, inadvertent slips

32
Q

Step 2: Identify Facts, Context, and Stakeholders

A

Fact-finding in the foundation for ethical reasoning

Most information will come from the client and therapist assessment of client

Who are key stakeholders?
Who are affected by this situation (not always just your client)

33
Q

Role of Culture & Social Context

A

In what cultural or social milieu is the dilemma unfolding?

What contribution does client culture and socialization make to the context of the situation?

How about the sociocultural context of stakeholders?

34
Q

Step 3: Define the Central Issues and Options

A

If possible, classify the fundamental ethical issue
What type of ethical problem is at play?
Any given situation may present multiple ethical issues

Brainstorm potential courses of action

If unsure list of actions is adequate, consult with peers

35
Q

Step 4: Refer to Ethics Codes, Laws, & Regulations

A

Codes will often provide some framework for decision making or additional relevant questions

Codes don’t always provide resolution but give direction

Codes also direct professionals to follow existing laws—refer to federal and state statutes and licensing board rules and regulations

36
Q

trial card

A

did it work?

37
Q

Step 5: Search out ethics scholarship Review Relevant Ethics Literature

A

Consult the professional literature on ethics

Lessens emotional toll of making tough ethical decisions

Provides justification and potentially legal defensibility for action taken

38
Q

Step 6: Apply Ethical Principles and Theories

A

Thinking in terms of basic ethical principles can provide context for the proposed courses of action
-Fact-finding, use as a filter for what’s going on

Five Principles

  • Respect for Autonomy
  • Nonmaleficence
  • Beneficence
  • Justice
  • Fidelity

***According to bedford, this should be Step 2

39
Q

Step 7: Consult supervisor and colleagues

A

Provides many of the same benefits of consulting the professional literature

When consulting describe problem solving approach

  • Relevant facts
  • Pertinent sections of codes and laws
  • Findings from ethics literature
  • Application of ethical principles
  • Proposed alternatives
40
Q

Step 8: Deliberate and decide

A

Based on all input, decide which alternative is most ethical and develop a plan to implement that action

This is a process of weighing competing values

  • Ethical values
  • Personal values

Recognize that ethical decisions may sometimes conflict with personal values

41
Q

Step 9: Inform supervisor, document process and action Inform Appropriate People and Implement

A

Resistance from stakeholders may stymie action

First, inform supervisor of action and rationale

Then discuss with client and others if appropriate

Finally, document action in case notes or files, including decision-making process and rationale

42
Q

What makes data collection difficult?

A

Release of information/breach confidentiality

43
Q

Step 10: Reflect on experience

A

Easy step to skip because the dilemma has passed

Reflection is critical to learning

  • Increases ethical sensitivity
  • Provides opportunity to evaluate unanticipated consequences
  • Recognize strengths and weaknesses of process

Supervisors will likely want to debrief multiple aspects of the experience

Help evaluate unanticipated consequences of the decision, see connections, reevaluate your decisions

44
Q

What do you do when principles conflict?

A

Ultimate goal is to abide by all ethical principles

Philosophers argue that nonmaleficence is the most important ethical principle giving it priority over others

First task is to determine as best as possible the probable harm to the client

Autonomy, beneficence, fidelity, and justice secondary

Ethics II (5 decks)

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