Transcript Ethical Considerations for Rehabilitation Professionals

Interacting with Employers Ethical Considerations for
Rehabilitation Professionals
and Case Managers
Carl L. Marshall, M.Ed., CRC, LPC
Bellevue Park Associates
2304 Bellevue Road
Harrisburg, PA 17104
717-238-3414
[email protected]
Creating A New Beginning
Rev.9-11
Learning Objectives




To gain basic knowledge, insight & purpose of
ethics in the rehabilitation profession
To better understand ethical principles that
support courses of action
To better understand ethical issues when
representing multiple customers
To focus on & discuss employment-related
ethical issues
2
Why have Ethical Codes?
To define accepted/acceptable behaviors
 To promote high standards of practice
 To provide a benchmark for members to
use for self evaluation
 To establish a framework for professional
behavior and responsibilities
 To help define the profession

3
Ethics is not Common Sense
Common sense is not all that common!
 Common sense can be helpful.
 Rationalization can be a trap.
 Ethics is easier said than done.*

* Josephson Institute 1991
4
Definitions




Ethics: Standards of conduct for a specific
profession that include how one should behave
based on moral duties and virtues
Laws: A rule or set of rules enforceable by the
courts and legal system
Values: Core beliefs or desires that guide or
motivate attitudes and actions
Moral Behavior: Obligation to act according to
moral principles. Moral duties establish the
minimal standards of ethical conduct
5
CRC & CCM Codes

CODE OF PROFESSIONAL ETHICS
FOR REHABILITATION COUNSELORS
* www.crccertification.com
* Home Study Program
* Effective as of January 1, 2010

CODE OF PROFESSIONAL CONDUCT FOR
CASE MANAGERS
* www.cmccertification.org
* Effective as of January 1, 2009
6
Ethical Principles
Autonomy: A freedom of choice. The
responsibility for one’s own behavior.
 Nonmaleficence: Do no harm to others.

Beneficence: The concept of doing good
to our customers.
 Justice: Treating individuals equally.
Being fair.

7
Ethical Principles

Fidelity: Keeping your promise, being
faithful.
………………………………………………………………………………………………….

Veracity: To be honest (new in CRCC)

Confidentiality: An ethical and legal
responsibility of professionals to safeguard
information about customers.
8
Communication
Rehabilitation & case manager
professionals will be held to the same level
of expected behavior as defined by the
CRC & CCM Code of Ethics regardless of
the form of communication they choose to
use.
What forms of communication are
available to counselors?
9
Communication Methods?

Face-to-face, one-to-one

Group sessions

Cellular phones

Electronic mail

Fax machine

Web Counseling
10
Ethical Decision MakingRational Model*





Identify the problem or dilemma
Identify the nature, potential issues, and
dimensions of the dilemma
Review and apply the CRC Code of Ethics
Know the applicable laws and regulations
Obtain consultation
* Corey, Corey and Haynes, 1998
11
Ethical Decision MakingRational Model*
Consider possible and potential courses
of action
 Consider the potential consequences of
all options
 Determine and implement the best
course of action

* Corey, Corey and Haynes, 1998
12
Characteristics of an Ethical
Dilemma




A choice must be made between two or more
courses of action.
There are significant consequences for taking
each course of action.
Each of the courses of action can be supported
by one or more ethical principles.
The ethical principles supporting the unchosen
courses of action will be compromised.
13
Case Studies
14
A Gift from the Heart
You have just closed a case on an employee that
you have been working with for nearly two years.
During this time you have established a strong
rapport with her long-time employer who has
always been supportive of her rehabilitation
plan. To show their appreciation for your
invaluable advice and service, the employer has
sent a large gift basket to your home.
What do you do?
15
Making the Best Choice
While at work Nick severely injured his lower left leg and
foot when a steel plate slipped off a forklift. Nick has
been an excellent employee since being hired 6 years
ago. Nick wants to get back to work ASAP because he
is the sole support for his family. His employer is
anxious to have him return as soon as possible.
As the workers’ compensation carrier case manager you
must refer the injured worker for a comprehensive
evaluation and a return-to-work plan. You generally refer
your clients to a qualified orthopedic specialist who is
known to expedite reports and get the employee back to
work, thus saving insurance costs.
16
Making the Best Choice
The injured worker has hired a “controlling” attorney who is
insisting on a referral to another qualified orthopedic
specialist who can’t provide a comprehensive evaluation
for 2 months and is generally slow in completing his
reports. The attorney has instructed Nick to no longer
communicate directly with you. You found it much easier
to communicate with Nick than his attorney and you
have a good rapport with his employer.
What are the ethical issues?
How would you resolve these concerns?
17
Boss Wants to Know
Barry who has a spinal cord injury works for a law firm as a
paralegal for over ten years. He was given an ultimatum
to receive addiction treatment as a condition of
continued employment due to his history of reporting to
work late, not meeting deadlines, sloppy work, and
admitted abuse of alcohol in the workplace. His workrelated medical insurance did not cover Barry’s in-patient
and follow-up treatment that was paid for by county and
state agencies. As Barry’s case manager, his boss (an
attorney) sent you a letter requesting to meet with you to
discuss Barry’s current status…and requested copies of
Barry’s treatment records and your counseling sessions.
He is sincerely concerned for Barry’s welfare and wants
him to succeed upon his return to work.
What do you do?
18
Who is Your Customer?
Annette calls you for advice regarding an employee’s work
and accommodation. You know Annette to be a good
manager who goes out of her way to treat her staff fairly.
Matt is a 42 year old hard-working accounting clerk with
12 years experience at the firm. He was diagnosed 9
years ago with Multiple Sclerosis, a degenerative
disease that causes him fatigue, a weakening of arm &
leg muscles, and bladder control issues. On occasion
he uses an oxygen tank and motorized scooter at work
to increase endurance. The company has equipped
Matt’s office with a cot that allows him to take regular
breaks and even naps.
19
Who is Your Customer?
Recently, Matt’s MS has flared more often and intensively
resulting in extensive regular absenteeism. Over recent
months the company has purchased improved
technology that enabled other staff to master Matt’s
duties. They are so efficient covering his absences that
Matt has very little catch-up upon his returns to work.
Annette claims that if Matt were to terminate his job (on
disability or not) that the department could absorb his
workload and no replacement would be needed.
Annette wants to do the “right” thing regarding Matt and the
company and asks for your guidance.
What are your thoughts?
20
Its All About Carrots
After seeing a newspaper “Help Wanted” ad you make a
cold call to the employer regarding several ready-to-work
clients you are promoting. As part of your presentation
you include information about the various tax incentives
and financial advantages to hiring persons with
disabilities. The employer’s primary interest seems to be
about how to get these new sources of income, not the
job candidates. He indicates that he has entry level
positions that would be great for “handicapped people.”
You know your clients can successfully complete the
advertised job duties and want to work.
Should you continue with this employer? What ethical
issues should you anticipate? What should you do?
21
Wrap-up & Questions
22
Thank You !
Carl L. Marshall, M.Ed., CRC, LPC
Bellevue Park Associates
2304 Bellevue Road
Harrisburg, PA 17104
717-238-3414
[email protected]
Creating A New Beginning
Not to be reproduced without permission of Bellevue Park Associates
23