Lucas Choice: Using an Ethical Decision Making Model to Make Ethically Sound Choices. Janine Bradley. Bridgewater State University
|
|
- Joel Armstrong
- 5 years ago
- Views:
Transcription
1 Running Head: LUCAS CHOICE Lucas Choice: Using an Ethical Decision Making Model to Make Ethically Sound Choices Janine Bradley Bridgewater State University
2 2 In Student Affairs, having a background in Ethics is extremely important, and unfortunately not many practitioners utilize or have an understanding of their ethical obligations. Professionals face ethical dilemmas constantly, but not many people fully understand how to work through these issues in a responsible way. It is vital that practitioners utilize an ethical decision making model in order to move through all of the intricacies of any given situation. In addition, when making controversial decisions, it can be helpful for practitioners to have a decision making model to back up their thought process so that they can defend their decision to third parties who may not agree with them. In the case of the Numbers Game (Hardy, 2009), while any decision making model would be better than none, the Tarvydas ethical decision making model may be helpful because it takes time to interpret the situation, review the dilemma, and it generates possibilities before seeking consultation. 1) Interpret Situation Getting settled in his new job at the Engineering Career Center, Lucas recently finished coordinating the Center s career fair where 230 companies registered for the event, but only 192 companies actually attended. The fair was a great success, and others in the department, including Lucas supervisor Madeline, were very excited about getting 230 companies to register, a record breaking number. More companies registering and attending the event makes the Center and the institution look good, so Madeline tells Lucas that when he writes his report about the event he should only mention that 230 companies were registered. Madeline tells Lucas that he should omit the fact that not every registered company attended the event. The Dean of the college wants to send thank you notes to all 230 companies, thinking that each one attended. The Dean also wants to prepare a press release, highlighting the success of the fair. 2) Review the Problem
3 3 The problem is that Lucas supervisor is asking him to omit the truth from his report, stating that 230 companies registered for the event, but leaving out the fact that only 192 attended. The secondary issues in this scenario are that the Dean wants to send thank you notes to all 230 companies and publicly announce this information during a press release. Although announcing this information makes the Center and the institution look good, publicizing false information about the Career Fair could hurt the institution s reputation if it is discovered that the truth was omitted. In this situation, the ethical principles at play include beneficence, the obligation to do good, represented by Madeline s desire to bolster the reputation of the Career Center by reporting exaggerated accomplishments; and fidelity, the obligation to tell the truth, as represented by the staff s obligation to report truthful figures in their assessment of the Career Fair. 3) Determine Standards that Apply to Dilemma In reviewing the ACPA Ethical Principles & Standards and the ACA Code of Ethics, there are numerous standards that could apply to this scenario. Some of the standards that made the most sense in this situation had to do with reporting data, working with the community, and reporting unethical behavior. In the ACPA Ethical Principles, standard 3.5 applies to this situation because it states that practitioners are obligated to inform their superiors if there is something going on that may be disruptive or damaging to the institution (College Student Educators International, 2006). As the misrepresentation of companies attending the career fair may negatively impact the reputation of the institution, this could be potentially damaging. According to this standard, Lucas has an obligation to notify others that he has been asked to misrepresent the data because if the truth were discovered it could harm the institution s reputation.
4 4 Another ACPA standard that applies to Lucas ethical dilemma is standard 4.4. This standard discusses the implications of working with the community outside of the institution. It begins, Demonstrate regard for social codes and moral expectations of the communities in which they live and work (College Student Educators International, 2006). If the community expects honest reporting, the Center needs to take that into consideration. The Career Center needs to abide by the same norms that the businesses in the community follow. This would mean that Lucas would have an obligation to report truthful numbers so long as that is a part of the community s expectations. Many of the ACA standards were much more direct when discussing assessment methods. Standard G.4.b. Obligation to report unfavorable results specifically states that counselors must report any valuable results, even results that reflect unfavorable on institutions, programs, services, prevailing opinions, or vested interests should not be withheld (American Counseling Association, 2005). This standard implies that Lucas has an obligation to report all of his data, without omitting anything. Even though a truthful report may not make the Career Center look as good as a selective report, Lucas must report all results. The second ACA standard that applies to this scenario is H.2.e Organizational Conflicts. This standard states that if an organization asks a counselor to do something that goes against the ACA Code of Ethics, the counselor needs to talk with their supervisor and express their commitment to the code. This standard is important because it describes what should be done if and when a practitioner is asked by the institution or a supervisor to do something that goes against the code. As the standards discussed above made very clear, misrepresenting information goes against the code, and so Lucas would be obligated to bring this up. 4. Generate Possible and Probable Courses of Action
5 5 Lucas has many choices as he decides what should be done about his ethical dilemma. Some of these choices may be better than others, but it is important to consider all possibilities. The first choice that Lucas has is to do nothing, and let the situation play out on its own. He could write the report the way Madeline asked, let the Dean send out thank you notes to everyone, including companies that did not attend the event, and let the Dean give the corresponding press release. The second course of action that Lucas could take would be to speak with Madeline and let her know that he is uncomfortable misrepresenting the data and is worried about the consequences of the Dean s actions based on faulty numbers. The next possible course of action that Lucas could choose would be to go above his supervisor and speak directly with the Dean. He could give the Dean the full information, including the real numbers of how many companies attended the event, which the Dean could then use for his thank you notes and press release. Another choice that Lucas has would be to contact the companies that were registered for the fair, but did not attend. He could ask them to pretend as if they had attended the event, thus protecting the university from being caught in a lie once the press release is given. There are many other courses of action that Lucas could take, but this list covers some of the possibilities. 5) Consider Consequences for Each Course of Action Each one of the potential courses of action has some potential consequences associated with it. If Lucas does nothing he would be doing what his supervisor asked but he would be acting unethically by not telling the truth. The Dean would also end up sharing false information via thank you notes and the press release. In the short term, this would help the University s image by reporting that a record number of companies attended the Career Fair, but it might reflect negatively on the institution in the long run if the misrepresentation is discovered. If the
6 6 numbers misrepresentation is discovered, the institution might also look for someone to fault for such a mistake. In this instance, either Madeline or Lucas, or both practitioners might be held responsible for the misrepresentation, which could have negative consequences on their professional careers. If Lucas ends up speaking with Madeline about his reservations, she may take it into consideration and advise that Lucas revise his report to include the businesses that attended the fair. Or, Madeline might not listen to Lucas concerns and dismiss his reservations and tell him to go ahead with the report that they had discussed. It is possible that by speaking with Madeline, that Lucas could end up in the same position that he is currently facing. If Lucas chooses to act by speaking with the Dean directly, Madeline might become angry that Lucas went above her to get the answer he was looking for. When receiving this information, the Dean may react by also dismissing Lucas and his desire to report truthful information, being more concerned with promoting the image of the institution. Or, the Dean may listen to Lucas concerns and advise him to amend the report to reflect the real number of companies that participated. If Lucas chooses to contact the individual companies, asking them to act as if they were at the Career Fair, they might think that something odd is happening and question Lucas on his motives. The companies may not want to lie about their absence from the Career Fair, and if Lucas is insistent, they might contact the institution to investigate, which would only publicize the issue. However, if the companies do agree to lie, this deception could still be discovered later, hurting the reputation of the program, the institution, and the individual companies. 6) Consult with Supervisors and Peers Since Lucas s supervisor is very much entwined in this dilemma, Lucas may not want to consult with Madeline. Instead, he may choose to consult with his peers or trusted mentors to
7 7 gather information about what he should do. He could also contact and consult with the APA Ethics Board or the ACPA Ethics Committee to see what other professionals in the field would advise. Professionals facing ethical dilemmas must also look to the literature to see what scholars advise about such matters. In Lucas s case, one helpful article, written by Levenson in 1986, discusses how to handle colleagues that make unethical choices. Levenson points out that professionals have an obligation to intervene if they discover that a colleague is acting unethically. He uses the example of sexual misconduct in the counseling relationship, but his theories can be applied to nearly any situation (Levenson, 1986). Another article that could help Lucas with his dilemma is written by Grover in 2005, and explores the nature of lying in the workplace and in business. This article concludes that competitive and social pressures drive many workplace lies, and that lying is generally caused by reward structures (such as helping the reputation of the program by bringing in a record number of companies). All of these resources would help Lucas to gain information that will help him to make a decision. 7) Select an Action by Weighing Competing Values, Given Context The primary competing values in this situation are veracity and beneficence. Beneficence, or benefitting others, is the obligation for student affairs practitioners to do good, such as improving the public image of the institution, while veracity is the obligation for student affairs professionals to tell the truth (Fried, 2011). Lucas must choose between benefitting the institution, and in turn the students, by staying silent on the matter, or telling the truth and protecting the reputation of the institution in the long run. The ACA and ACPA Codes both make it very clear that it would be unethical for Lucas to do nothing. The question then becomes which remaining choice would be the most beneficial? The best course of action would be for Lucas to speak with Madeline first, and let her know that
8 8 he is uncomfortable misrepresenting the data, and that he would like to revise his report that will be forwarded to the Dean. It is a professional s responsibility to act if they know of the misconduct of a colleague (Levenson, 1986), so Lucas cannot, in good confidence, do nothing. Lucas should also not approach the Dean right away, because hearing about Madeline s conduct from another source may be considered hearsay without extensive evidence against her (Levenson, 1986). Upon discussing the situation with Madeline, Lucas may discover additional information or context that can help him to understand her motives for asking him to misrepresent the numbers. Some structures end up encouraging people to lie by forcing them to meet unrealistic expectations (Grover, 2005). It is possible that Madeline wanted Lucas to exaggerate the data because she is being forced to comply with certain expectations from the Dean or other superiors, and feels like she has no choice. It would be important for this delicate conversation to happen with Madeline first. If Madeline is unresponsive to a discussion with Lucas, he may decide that the next course of action would be to speak with the Dean. Levenson suggests that after speaking with the offending parties, unethical behavior should be reported in order to prevent such behavior from continuing in the future (1986). Even though this may be an unpopular action, Lucas still has an obligation to report unethical behavior. If Madeline does not seriously consider revising her behavior, Lucas should speak to the Dean about what she asked him to do. Lying usually has a short term gain, such as gaining prestige for the office and the institution, but could have long term consequences for the reputation of the institution if the truth were ever discovered (Grover, 2005). Lucas needs to protect that reputation by reporting what he knows, especially if Madeline is uncooperative in initial conversations. 8) Plan and Execute Selected Action
9 9 To begin carrying out his action plan, Lucas should start by setting up a time to speak privately with Madeline about his concerns in person. The request for such a meeting should ideally be made via , so that there is a written record of such a meeting being requested. If need be, at this meeting Lucas should plan to bring up evidence that supports his decision to revise the report (such as specifics from either the ACPA or ACA ethical codes). If Madeline refuses to meet with him, or their meeting does not prove fruitful, Lucas should set up a meeting the Dean next, keeping the same factors in mind. 9) Evaluate Course of Action Once everything has been resolved, Lucas and Madeline should evaluate how their actions played out (assuming Madeline was cooperative), and talk about how they will handle discrepancies like this in the future. They should also plan to work on their supervisory relationship, and possibly come up with some sort of protocol for when the two of them disagree about something. This will not only strengthen their relationship, but it will also help unethical situations from happening going forward. Conclusion By going through the steps of an ethical decision making model, Lucas would be more likely to make a decision that both makes sense and is ethically sound. Even if others do not support his decision or course of action, having all of these steps would help him to gain evidence and support for his point of view. It is important for student affairs practitioners to utilize decision making models when faced with ethical dilemmas so that they can make the best choices for their institution, their students, and themselves.
10 10 References American Counseling Association (2005). ACA Code of Ethics. Alexandria, VA: Author. College Student Educators International (2006). Ethical Principles & Standards. Washington, D.C.: Author. Cottone, R. R., & Claus, R. E. (2000). Ethical decision making models: A review of the literature. Journal of Counseling and Development, 78, 279. Fried, J. (2011). Ethical standards and principles. In Schuh, J. H., Jones, S. R., & Harper, S. R. (Eds.) Student services: a handbook for the profession. (5th ed., pp ). San Francisco: Jossey-Bass. Grover, S. L. (2005). The truth, the whole truth, and nothing but the truth: The causes and management of workplace lying. Academy Of Management Executive,19(2), Hardy, K. J. (2009). Numbers game. In F. A. Hamrick & M. Benjamin (Eds.), Maybe I should... Case studies on ethics for student affairs professionals (pp ). Lanham, MD: University Press of America. Levenson, J. L. (1986). When a colleague practices unethically: Guidelines for intervention. Journal of Counseling and Development, 64,
Running head: ETHICAL DECISION MAKING IN STUDENT AFFAIRS 1. Utilizing an Ethical Decision Making Framework in Student Affairs Practice.
Running head: ETHICAL DECISION MAKING IN STUDENT AFFAIRS 1 Utilizing an Ethical Decision Making Framework in Student Affairs Practice Alison Andrade Bridgewater State University ETHICAL DECISION MAKING
More informationRunning Head: TARVYDAS INTEGRATIVE MODEL 1. Using the Tarvydas Integrative Model for Ethical Decision-Making
Running Head: TARVYDAS INTEGRATIVE MODEL 1 Using the Tarvydas Integrative Model for Ethical Decision-Making TARVYDAS INTEGRATIVE MODEL 2 ABSTRACT This paper examines an ethical dilemma present during a
More informationMALE LIBIDO- EBOOKLET
MALE LIBIDO- EBOOKLET Hi there, Thank you for ordering this Native Remedies ebooklet! ebooklets are modified from consultations with real people and cover some of the most frequently dealt with problems
More informationEXAMPLE MATERIAL ETHICAL COMPETENCY TEST. National Accreditation Authority for Translators and Interpreters (NAATI) SAMPLE QUESTIONS AND ANSWERS
National Accreditation Authority for Translators and Interpreters (NAATI) ETHICAL COMPETENCY TEST SAMPLE QUESTIONS AND ANSWERS TYPE A - QUESTIONS AND ANSWERS How does the AUSIT code of Ethics define Accuracy
More informationPractitioner s Guide to Ethical Decision Making
The Center for Counseling Practice, Policy, and Research ethics@counseling.org 703-823-9800 x321 Practitioner s Guide to Ethical Decision Making Holly Forester-Miller, Ph.D. and Thomas E. Davis, Ph.D.
More informationNon-Executive Member Disciplinary Review Process
Non-Executive Member Disciplinary Review Process Regions should seek to resolve all disputes involving people in an amicable fashion. Compromise is preferable to more severe forms of resolution. Almost
More informationEthical Principles & Standards ACPA One Dupont Circle, NW, Suite 300 Washington, DC tel: fax:
Statement of Ethical Principles & Standards ACPA One Dupont Circle, NW, Suite 300 Washington, DC 20036-1188 tel: 202.835.2272 fax: 202.296.3286 www.myacpa.org Pr reamble ACPA College Student Educators
More informationState of Connecticut Department of Education Division of Teaching and Learning Programs and Services Bureau of Special Education
State of Connecticut Department of Education Division of Teaching and Learning Programs and Services Bureau of Special Education Introduction Steps to Protect a Child s Right to Special Education: Procedural
More informationStep One for Gamblers
Step One for Gamblers We admitted we were powerless over gambling that our lives had become unmanageable. Gamblers Anonymous (GA) (1989b, p. 38) Before beginning this exercise, please read Step One in
More informationTHOUGHTS, ATTITUDES, HABITS AND BEHAVIORS
THOUGHTS, ATTITUDES, HABITS AND BEHAVIORS Ellen Freedman, CLM Law Practice Management Coordinator Pennsylvania Bar Association I ve been thinking a lot lately about how we think, what we think, and what
More informationEthical Principles & Standards ACPA One Dupont Circle, NW, Suite 300 Washington, DC tel: fax:
Statement of Ethical Principles & Standards ACPA One Dupont Circle, NW, Suite 300 Washington, DC 20036-1188 tel: 202.835.2272 fax: 202.296.3286 www.myacpa.org Preamble ACPA College Student Educators International
More informationWe admitted that we were powerless over alcohol that our lives had become unmanageable.
Step One We admitted that we were powerless over alcohol that our lives had become unmanageable. Alcoholics Anonymous (AA) (2001, p. 59) Before beginning this exercise, please read Step One in Twelve Steps
More informationMotivational Interviewing
Motivational Interviewing By: Tonia Stott, PhD What is Motivational Interviewing? A client-centered, directive method for enhancing intrinsic motivation to change by exploring and resolving ambivalence
More informationWe admitted that we were powerless over alcohol that our lives had become unmanageable. Alcoholics Anonymous (AA) (2001, p. 59)
Step One 22 istockphoto.com/qingwa We admitted that we were powerless over alcohol that our lives had become unmanageable. Alcoholics Anonymous (AA) (2001, p. 59) Before beginning this exercise, please
More informationCambridge Public Schools SEL Benchmarks K-12
Cambridge Public Schools SEL Benchmarks K-12 OVERVIEW SEL Competencies Goal I: Develop selfawareness Goal II: Develop and Goal III: Develop social Goal IV: Demonstrate Goal V: Demonstrate skills to demonstrate
More informationELEPHANT IN THE OFFICE!
Ethics ELEPHANT IN THE OFFICE! Ethical Choices Learn to distinguish between right & wrong Professional groups or an employer s code of ethics can help Restrain yourself from choosing the wrong path Don
More informationWhy Is It That Men Can t Say What They Mean, Or Do What They Say? - An In Depth Explanation
Why Is It That Men Can t Say What They Mean, Or Do What They Say? - An In Depth Explanation It s that moment where you feel as though a man sounds downright hypocritical, dishonest, inconsiderate, deceptive,
More informationChanges to your behaviour
Life after stroke Changes to your behaviour Together we can conquer stroke Because there is so much to deal with after a stroke, it s normal for your behaviour to change in some way. In this booklet we
More informationThe Power of Feedback
The Power of Feedback 35 Principles for Turning Feedback from Others into Personal and Professional Change By Joseph R. Folkman The Big Idea The process of review and feedback is common in most organizations.
More informationPaul Figueroa. Washington Municipal Clerks Association ANNUAL CONFERENCE. Workplace Bullying: Solutions and Prevention. for
Workplace Bullying: Solutions and Prevention for Washington Municipal Clerks Association ANNUAL CONFERENCE Paul@PeaceEnforcement.com 206-650-5364 Peace Enforcement LLC Bullying described: Why people do
More informationCritical Conversations
Critical Conversations TIPS FOR TALKING WHEN STAKES ARE HIGH Agenda 1. Basics of Communication 2. Crucial Conversations defined 3. Before the conversation: setting the stage 4. During the conversation:
More informationManaging Your Emotions
Managing Your Emotions I love to ask What s your story? (pause) You immediately had an answer to that question, right? HOW you responded in your mind is very telling. What I want to talk about in this
More informationdecisions based on ethics. In the case provided, the recreational therapist is faced with a
Brackett 1 Kassie Brackett The Ethical Problem Professionals are faced with situations all the time that force them to make decisions based on ethics. In the case provided, the recreational therapist is
More informationWhat if someone complains about me? A guide to the complaint process
What if someone complains about me? A guide to the complaint process Introduction The purpose of the licensed building practitioner scheme is to set performance standards for building practitioners and
More informationParticipant Information Sheet
Appendix A Participant Information Sheet for Young People Participant Information Sheet Exploring experiences of disclosure and non-disclosure amongst young adolescents who hear voices Hi. My name is Rachel
More informationSilberman School of Social Work. Practice Lab Feb. 7, 2013 C. Gelman, N. Giunta, S.J. Dodd
Silberman School of Social Work Practice Lab Feb. 7, 2013 C. Gelman, N. Giunta, S.J. Dodd What would you do? and WHY? Types of Ethical Theories Obligation or Rule-based (Immanuel Kant, 1724-1804): There
More informationUSING ASSERTIVENESS TO COMMUNICATE ABOUT SEX
Chapter 5: Sexual Health Exercise 1 USING ASSERTIVENESS TO COMMUNICATE ABOUT SEX Aggressive Passive Manipulative/manipulation Assertive Balance of power Sex Sexual coercion 1. To build learners communication
More informationMarch THE CODE OF CONDUCT AND PRACTICE Standards for Hotline Counselors
March 2011 1 THE CODE OF CONDUCT AND PRACTICE Standards for Hotline Counselors Developed by Faith Nassozi Kyateka for Communication for Development Foundation Uganda and Health Communication Partnership
More informationCAUSING OTHERS TO WANT YOUR LEADERSHIP
CAUSING OTHERS TO WANT YOUR LEADERSHIP...for Administrators 2nd edition ROBERT L. DEBRUYN AUTHOR OF THE MASTER TEACHER Table of ConTenTs INTRODUCTION...vii Part one You and PeoPle ChaPter 1. What LeaDershIP
More informationThis is a guide for volunteers in UTS HELPS Buddy Program. UTS.EDU.AU/CURRENT-STUDENTS/SUPPORT/HELPS/
VOLUNTEER GUIDE This is a guide for volunteers in UTS HELPS Buddy Program. UTS.EDU.AU/CURRENT-STUDENTS/SUPPORT/HELPS/ CONTENTS 1 2 3 4 5 Introduction: Your role as a Buddy Getting started Helping with
More informationGood Practice in Action 072 Commonly Asked Questions. Unplanned endings within the counselling professions
Good Practice in Action 072 Commonly Asked Questions Unplanned within the counselling professions 2 Good Practice in Action 072 Commonly Asked Questions Resource Good Practice in Action 072: Commonly Asked
More informationIngredients of Difficult Conversations
Ingredients of Difficult Conversations Differing Perceptions In most difficult conversations, there are different perceptions of the same reality. I think I'm right and the person with whom I disagree
More information1/11/2017. Program Objectives. Agenda. Ethics Learn, Understand then Practice: For Physical Therapists and Physical Therapist Assistants
Ethics Learn, Understand then Practice: For Physical Therapists and Physical Therapist Assistants B E T H S A R F A T Y, P T M B A 2 0 1 6-2 0 1 8 Program Objectives Discuss the stages of professional
More informationManaging conversations around mental health. Blue Light Programme mind.org.uk/bluelight
Managing conversations around mental health Blue Light Programme 1 Managing conversations around mental health Managing conversations about mental wellbeing Find a quiet place with an informal atmosphere,
More informationTHE TRUST EDGE. TRUST is. THE TRUST EDGE is the gained when others confidently believe in you.
TRUST is. THE TRUST EDGE is the gained when others confidently believe in you. time depth Everything of value is built on trust, from financial systems to relationships. page 1 8 PILLARS OF TRUST 1. C
More informationEthical boundaries for Healthcare Professionals
Ethical boundaries for Healthcare Professionals Quote about boundaries A professional counselor is not the client s Wal-Mart. We may be the grocery side, but we can t offer every product they need. Unknown
More informationDoes the Metropolitan Police Service, and/or any other security service, have the legal right to conduct themselves in a prejudicial manner?
Freedom of Information Request Reference No: I note you seek access to the following information: Does the Metropolitan Police Service, and/or any other security service, have the legal right to conduct
More informationPeer Support Meeting COMMUNICATION STRATEGIES
Peer Support Meeting COMMUNICATION STRATEGIES Communication Think of a situation where you missed out on an opportunity because of lack of communication. What communication skills in particular could have
More informationBenchmarks 4th Grade. Greet others and make introductions. Communicate information effectively about a given topic
Benchmarks 4th Grade Understand what it means to be a 4-H member Participate in 4-H club meetings by saying pledges, completing activities and being engaged. Recite the 4-H pledge from memory Identify
More informationLee's Martial Arts. The Five Principles. Principle #1: Preventive Defense. Principle #2: Awareness
The Five Principles Principle #1: Preventive Defense Preventive Defense is to always respect. Do not offend anyone verbally or physically to cause a confrontation. Respect Rule 1: Watch what you think,
More informationADDITIONAL CASEWORK STRATEGIES
ADDITIONAL CASEWORK STRATEGIES A. STRATEGIES TO EXPLORE MOTIVATION THE MIRACLE QUESTION The Miracle Question can be used to elicit clients goals and needs for his/her family. Asking this question begins
More informationWALES Personal and Social Education Curriculum Audit. Key Stage 2: SEAL Mapping to PSE outcomes
a WALES Personal and Social Education Curriculum Audit (based on the PSE Framework for 7 to 19 year olds in Wales, 2008) Key Stage 2: SEAL Mapping to PSE outcomes Personal and Social Education Audit; Qualifications
More informationMisdemeanors A to Z. Working with Challenging Clients SPD Annual Conference Attorney Liesl Nelson Hudson Trial Office
Misdemeanors A to Z Working with Challenging Clients 2009 SPD Annual Conference Attorney Liesl Nelson Hudson Trial Office Have you met me? The Bully Tells you what to do Demands special treatment/attention
More informationRapidRapport. Action Journal. with Michael Bernoff
with Michael Bernoff Action Journal Rapport-building acts as the foundation for the introduction of ideas, relationships, products and services. Without establishing rapport, you are unlikely to get the
More informationLesson 1: Gaining Influence and Respect
Lesson 1: Gaining Influence and Respect The Big Idea: Conduct yourself with wisdom toward outsiders, making the most of every opportunity. Let your speech always be seasoned, as it were, with salt, so
More informationConflict It s What You Do With It!
Conflict It s What You Do With It! Luc Bégin, Ombudsman Department of Canadian Heritage Presented to: Financial Management Institute of Canada November 27 th, 2013 True or False Sometimes the best way
More informationPreparing for an Oral Hearing: Taxi, Limousine or other PDV Applications
Reference Sheet 12 Preparing for an Oral Hearing: Taxi, Limousine or other PDV Applications This Reference Sheet will help you prepare for an oral hearing before the Passenger Transportation Board. You
More informationThis week s issue: UNIT Word Generation. conceive unethical benefit detect rationalize
Word Generation This week s issue: We all know the story about George Washington s honesty. As a little boy George chopped down a cherry tree with his shiny new axe. When confronted by his father he immediately
More informationHANDOUTS FOR MODULE 7: TRAUMA TREATMENT. HANDOUT 55: COMMON REACTIONS CHECKLIST FOR KIDS (under 10 years)
HANDOUTS FOR MODULE 7: TRAUMA TREATMENT PARENT SESSION 1 HANDOUT 52: COMMON REACTIONS TO TRAUMA AND STRESS HANDOUT 53: MY CHILD S TRAUMA HISTORY CHILD SESSION 1 HANDOUT 54: PREVALENCE GRAPHICS HANDOUT
More informationAfter a Suicide. Supporting Your Child
After a Suicide Research literature estimates that once a suicide happens the chances of another death by suicide increases dramatically in the adolescent and young adult population. The following suggestions
More informationGuiding Questions for Kindred
Guiding Questions for Kindred Prologue 1. What do you think happened to Dana s arm? 2. How would you react if you were the police officer investigating the case? What would you think? 3. How does the prologue
More informationFIU College of Business Administration (CBA) Faculty Climate Survey February, 2011
FIU College of Business Administration (CBA) Faculty Climate Survey 2010 February, 2011 Dr. Asia Eaton, Psychology & Women's Studies Dr. Suzanna Rose, Senior Associate Dean, Sciences, CAS, Chair CBA Climate
More informationA Guide to Understanding Self-Injury
A Guide to Understanding Self-Injury for Those Who Self-Injure What is Non-Suicidal Self-Injury? Non-Suicidal Self-Injury (NSSI), also referred to as self-injury or self-harm, is the deliberate and direct
More informationManaging Boundaries and Multiple Relationships
Dual and Multiple Relationships in Perspective Managing Boundaries and Multiple Relationships Chapter 7 Psychology 475 Professional Ethics in Addictions Counseling Listen to the audio lecture while viewing
More informationAnnouncements. Who is Shawn Fanning?
Announcements All presentations in Broun 203 at lab time Find the room a day ahead of time!!!! Bring presentation on CD-R, flash drive, or your own laptop Title slide with names in order of presentation
More informationBEING A LEADER and LEADERSHIP
LEADERSHIP : BEING A LEADER and LEADERSHIP Qemeru Dessalegn Learning good leadership skills and becoming a successful leader are not easy tasks. With this basic introduction of leadership, we can begin
More informationManagement Growth Strategies
Management Growth Strategies Overcoming Procrastination Introduction The only difference between those who have failed and those who have succeeded lies in the difference of their habits. Good habits are
More informationDAY 2 RESULTS WORKSHOP 7 KEYS TO C HANGING A NYTHING IN Y OUR LIFE TODAY!
H DAY 2 RESULTS WORKSHOP 7 KEYS TO C HANGING A NYTHING IN Y OUR LIFE TODAY! appy, vibrant, successful people think and behave in certain ways, as do miserable and unfulfilled people. In other words, there
More informationBeing an Effective Coachee :
: Things to Act on When Working with a Personal Coach By Roelf Woldring WCI Press / Transformation Partners 21 st Century Staffing Innovators www.21cstaffing.com Elora, Ontario, Canada N0B 1S0 Copyright,
More informationFor young people living with someone s excessive drinking, drug use or addiction
Taking the Lid Off For young people living with someone s excessive drinking, drug use or addiction When your mum, dad, or other family member has been drinking or using drugs, do they: Embarrass you?
More informationNacro Housing Review
My home, my year Nacro Housing Review 2012-2013 1 Message from the Chair Housing and support services are a very important part of what we do at Nacro. As a sign of our commitment to your housing services,
More informationAn introduction to personality assessments in the workplace. Getting more from your people.
An introduction to personality assessments in the workplace. Getting more from your people. www.themyersbriggs.com Who are we? We use labels all the time to describe people the strong, silent type, the
More informationSteps to Helping a Distressed Friend: a Resource for Homewood Undergraduates
Johns Hopkins University Steps to Helping a Distressed Friend: a Resource for Homewood Undergraduates From the Johns Hopkins University Counseling Center and its Advisory Board 2015-2016 JHU Counseling
More informationA Method for Ethical Problem Solving Brian H. Childs, Ph.D.
A Method for Ethical Problem Solving Brian H. Childs, Ph.D. Professor of Bioethics and Professionalism Adapted in part from Robert M. Veatch, Amy Haddad and Dan English Case Studies in Biomedical Ethics
More informationHonesty vs. recognition; integrity vs. advancement; short- term vs. long- term
Ethics Case Studies Answer Guide LEE PART 1 Lee has been with XYZ Property Casualty Company for twelve years, all in a large regional office in the Midwest. He established an impressive track record of
More informationE.T.H.I.C. A Framework for Managing Dilemmas In Peer & Prevention Programming
E.T.H.I.C. A Framework for Managing Dilemmas In Peer & Prevention Programming www.ncada-stl.org Presented by: Marilyn Bader, L.H.D.; MACSAPP Private non-profit & United Way agency Education, prevention,
More informationTeacher misconduct - Information for witnesses
Teacher misconduct - Information for witnesses Providing evidence to Professional Conduct Panel Hearings for the regulation of the teaching profession 1 Contents 1. Introduction 3 2. What is the process
More informationResponsible Influencer. Lenna Madden. Azusa Pacific University
Running Head: RESPONSIBLE INFLUENCER 1 Responsible Influencer Lenna Madden Azusa Pacific University RESPONSIBLE INFLUENCER 2 Evidence of Knowledge Acquisition Attitudes powerfully affect human behavior
More informationDifficult Conversations
Difficult Conversations Corban Sanchez Academic Advisor NACADA Conference 2011 Douglas Stone, Bruce Patton, and Sheila Heen of the Harvard Negotiation Project Moving Toward a Learning Conversation Normal
More informationJust use the link above to register. Then start with the next slide.
To the Trainer: Thank you for using this presentation. Please let us know who you are, where you are presenting, and the number of people in the audience. By having this presentation registered, we can
More informationMedia Crisis Handbook
Media Crisis Handbook An effective media crisis plan is based, first and foremost, on the principles of truth, transparency, and sincerity. Nothing in your club s media crisis plan should compromise, or
More informationEmotional Quotient. Andrew Doe. Test Job Acme Acme Test Slogan Acme Company N. Pacesetter Way
Emotional Quotient Test Job Acme 2-16-2018 Acme Test Slogan test@reportengine.com Introduction The Emotional Quotient report looks at a person's emotional intelligence, which is the ability to sense, understand
More informationTHE IMPORTANCE OF ETHICS IN EVERYDAY DECISIONS
THE IMPORTANCE OF ETHICS IN EVERYDAY DECISIONS Presented to Government Finance Officers Association Of Texas Fall Conference Presented by Dr. Raymond J. Clay, CPA Emeritus Professor of Accounting University
More informationAMIAS Training Option #4: Course Summary of Key Points and Test
AMIAS Training Option #4: Course Summary of Key Points and Test What do we want Verbalize / recognize that at least one certified AMIAS (group sponsor) must be present in every Alateen meeting. They will
More informationTop Gun. RON JENKINS, MS (310) Web Site: Mental Preparation for Quarterbacks. by Ron Jenkins, MS.
1 Top Gun Q uarterback Receiver Academy RON JENKINS, MS (310) 489-8700 Web Site: www.topgunqbacademy.com Mental Preparation for Quarterbacks by Ron Jenkins, MS May 2003 2 Introduction Once you learn the
More informationEmployee Education Working Partners
Employee Education Working Partners for an Alcohol- and Drug-Free Workplace Provided by the Department of Human Resources Management Mississippi State University Employee Education Outline Objectives of
More informationTaking Control of Anger. About Anger
Taking Control of Anger About Anger About the course This course is for anyone who is concerned about his or her anger. Throughout the course you can expect to learn: How to reduce the frequency and intensity
More informationDEPRESSION. Teenage. Parent s Guide to
A Teenage Parent s Guide to DEPRESSION Find out the common causes of depression, the signs that your teenager may be suffering and what can you do to help them. DEPRESSION isn t exclusive to adults it
More informationWhy Coaching Clients Give Up
Coaching for Leadership, Volume II Why Coaching Clients Give Up And How Effective Goal Setting Can Make a Positive Difference by Marshall Goldsmith and Kelly Goldsmith A review of research on goal-setting
More informationUnderstanding myself and others. Evaluation questions
Understanding myself and others Evaluation questions This series of questions is drawn from a programme, SPECTRUM which is available on EvaluationStore.com. The site includes evaluations at organisational,
More informationHRS Group UK Drug and Alcohol Policy
HRS Group UK Drug and Alcohol Policy 1.0 Introduction The HRS Group UK Policy on Alcohol and Drugs is a fundamental part of the Company s strategy to safeguard the health, safety and welfare of all its
More informationnot you were a victim of sexual abuse, our Mental Health Advisor can help you figure that out.
Salesian Pastoral Support Program For Victims of Sexual Abuse and Boundary Violations Salesians of Don Bosco West 1100 Franklin Street San Francisco CA 94109 (415) 441-7144 Fax: (415) 441-7155 The Salesians
More informationBelief behavior Smoking is bad for you I smoke
LP 12C Cognitive Dissonance 1 Cognitive Dissonance Cognitive dissonance: An uncomfortable mental state due to a contradiction between two attitudes or between an attitude and behavior (page 521). Belief
More informationBellwork. Define patient self-determination Understand legal and ethical issues 1
Bellwork Define patient self-determination. 1 Understand legal and ethical of the healthcare professional State Standards Medical Therapeutics 2) Analyze specific laws and ethical that impact professional
More informationETHICS IN A REAL WORLD MORE THAN JUST RIGHT AND WRONG TOM DARLING DIVISION MANAGER OF PUBLIC SERVICE UNIVERSITY THE CITY OF ALBUQUERQUE
ETHICS IN A REAL WORLD MORE THAN JUST RIGHT AND WRONG TOM DARLING DIVISION MANAGER OF PUBLIC SERVICE UNIVERSITY THE CITY OF ALBUQUERQUE TOM DARLING MAED WHAT ARE ETHICS? The word ethics comes from the
More informationMini Lecture Week 14 VALUES ETHICS
Mini Lecture Week 14 VALUES ETHICS Would you read this book in your classroom? What are values? Values are things that we believe are intrinsically worthwhile or desirable for their own merit (e.g. freedom
More informationHead Up, Bounce Back
Head Up, Bounce Back Resilience in YOUth Presented By: Kyshon Johnson, V.P. Youth M.O.V.E. Philadelphia YOUTH M.O.V.E. PHILADELPHIA We are Youth MOVE Philadelphia. We work under the City of Philadelphia
More informationTTI Success Insights Emotional Quotient Version
TTI Success Insights Emotional Quotient Version 2-2-2011 Scottsdale, Arizona INTRODUCTION The Emotional Quotient report looks at a person's emotional intelligence, which is the ability to sense, understand
More informationCrucial Conversations Tools for Talking When Stakes are High. By Patterson, Grenny, McMillan & Switzler
Tools for Talking When Stakes are High By Patterson, Grenny, McMillan & Switzler 1. What s a Crucial Conversation? a. A discussion where: 1) the stakes are high, 2) opinions vary and 3) emotions run strong.
More informationThe Attentional and Interpersonal Style (TAIS) Inventory: Measuring the Building Blocks of Performance
The Attentional and Interpersonal Style (TAIS) Inventory: Measuring the Building Blocks of Performance - Once an individual has developed the knowledge base and technical skills required to be successful
More informationThe Power to Change Your Life: Ten Keys to Resilient Living Robert Brooks, Ph.D.
The Power to Change Your Life: Ten Keys to Resilient Living Robert Brooks, Ph.D. The latest book I co-authored with my colleague Dr. Sam Goldstein was recently released. In contrast to our previous works
More informationThe Clean Environment Commission. Public Participation in the Environmental Review Process
The Clean Environment Commission Public Participation in the Environmental Review Process Manitoba Clean Environment Commission Who are we? The Manitoba Clean Environment Commission is an arms-length agency
More informationEmployee Drug-Free Workplace Education
Employee Drug-Free Workplace Education Working Partners for an Alcohol- and Drug-Free Workplace Provided by the Office of the Assistant Secretary for Policy U.S. Department of Labor Employee Education
More informationSacking clients: what to do when the relationship breaks down
Vet Times The website for the veterinary profession https://www.vettimes.co.uk Sacking clients: what to do when the relationship breaks down Author : Tracy Mayne Categories : RVNs Date : April 1, 2010
More informationWELLNESS AS AN ESSENTIAL ASPECT OF SERVICE DELIVERY FOR HUMAN SERVICES PROFESSIONALS
WELLNESS AS AN ESSENTIAL ASPECT OF SERVICE DELIVERY FOR HUMAN SERVICES PROFESSIONALS Justin R. Watts Ph.D. NCC, CRC Assistant Professor Department of Rehabilitation and Health Services The University of
More informationEMPLOYEE ALCOHOL UPDATED JULY 2018 GLOBAL POLICY
EMPLOYEE ALCOHOL UPDATED JULY 2018 GLOBAL POLICY WHO DOES THIS APPLY TO? All Diageo employees, all subsidiaries of Diageo. Joint ventures in which Diageo has a controlling interest. Third party contractors,
More informationChapter 1. Dysfunctional Behavioral Cycles
Chapter 1. Dysfunctional Behavioral Cycles For most people, the things they do their behavior are predictable. We can pretty much guess what someone is going to do in a similar situation in the future
More informationPersonal Philosophy of Leadership Kerri Young Leaders 481
Personal Philosophy of Kerri Young Leaders 481 Leaders are architects of standards and respect. In this Personal Philosophy of summary, I will examine different leadership styles and compare my personal
More informationNFA Arbitrators. Chairperson s Handbook
NFA Arbitrators Chairperson s Handbook Contents Qualities of an Effective Chairperson 2 Expediting the Pre-Hearing Process 2 Conducting a Successful Hearing 4 Facilitating a Prompt and Fair Resolution
More informationInsider Threat WRITEN BY: BRIAN DAVID JOHNSON CREATIVE DIRECTION: SANDY WINKELMAN ART: PACO DIAZ LUQUE COLORING: MONICA KUBINA
Army Cyber Institute at West Point PRESENTS: Insider Threat WRITEN BY: BRIAN DAVID JOHNSON CREATIVE DIRECTION: SANDY WINKELMAN ART: PACO DIAZ LUQUE COLORING: MONICA KUBINA BUILDING A BETTER, STRONGER AND
More information