Week 4 Assignment: Ethical Dilemmas In A 1050 To 1400 Words

Week 4 Assignmentethical Dilemmasin A 1050 To 1400 Word Or 3 To

In a 1,050- to 1,400-word (or 3- to 4-page) paper, explain what you would do if you found an unethical practice in your workplace. Would it depend on the severity of the unethical practice? Provide a couple examples of potential unethical practices in your organization that could be considered very minor that people have come to “accept” as opposed to reporting. Justify why you think that people tend to accept some unethical practices while others are not accepted. Create a continuum of severity model regarding ethical practices in organizations and discuss your model. How did you arrive at the model you created? Use the organization that has something to do with Human Services OR Mental Health as the context.

Paper For Above instruction

Ethical integrity stands as a cornerstone of professional practice in human services and mental health organizations. Confidentiality, honesty, and respect are fundamental values that guide practitioners in making decisions that impact their clients and their organizational reputation. When encountering unethical practices within such organizations, the response often hinges on the severity of the misconduct, the potential harm involved, and the broader organizational culture.

My approach to addressing unethical practices begins with assessing the severity and implications of the misconduct. Minor unethical behaviors, such as a staff member arriving slightly late consistently or sharing mild confidential information with colleagues, might not immediately warrant formal reporting but require a subtle intervention such as clarifying policies or providing training. In contrast, more severe misconduct, like falsifying client records or misusing funds, necessitates prompt and formal action to prevent harm and uphold organizational integrity.

For example, in a mental health agency, a staff member might offer personal advice to clients that is outside their scope of practice, a behavior some might deem minor but which can compromise client trust and violate ethical standards. Over time, such behaviors become normalized or accepted among staff, often due to a perceived lack of enforcement or fear of confrontation. This acceptance stems from organizational culture, perceived futility of reporting, or a belief that minor deviations do not significantly impact client outcomes.

The tendency for individuals to accept minor unethical practices, while rejecting major violations, can be explained through a continuum of severity model. This model categorizes ethical practices into levels based on their potential for harm and the perceived breach of ethical standards. At the low end are minor infractions, such as gossiping or minor confidentiality lapses, which are often overlooked or tolerated. In the middle, are questionable behaviors that could lead to escalation, like minor billing errors or unauthorized sharing of information, which warrant caution and monitoring. At the high severity end are egregious violations like fraud, abuse, or falsification of documentation, which demand immediate intervention, disciplinary action, and possibly legal consequences.

Arrival at this model involved analyzing ethical guidelines from professional bodies such as the National Association of Social Workers (NASW) and the American Psychological Association (APA), along with case studies from organizational discipline records. Additionally, I considered real-world scenarios where organizations successfully or unsuccessfully addressed unethical behavior to understand thresholds for action. Emphasis was placed on the potential harm to clients, organizational reputation, and legal considerations.

This model helps in guiding ethical decision-making by providing a framework for prioritizing responses based on severity. It encourages organizations to foster a culture of transparency and accountability, where minor infractions are addressed proactively to prevent escalation. Simultaneously, it underscores the importance of swift, decisive responses to serious violations to maintain trust and legal compliance.

In conclusion, ethical dilemmas in human services and mental health settings require a nuanced response that balances organizational integrity with supportive staff development. By creating a continuum of severity, organizations can implement clearer policies, enhance ethical awareness, and foster an environment where ethical standards are upheld consistently and transparently, ultimately ensuring that client welfare remains paramount.

References

• National Association of Social Workers. (2017). Code of Ethics. NASW.
• American Psychological Association. (2022). Ethical Principles of Psychologists and Code of Conduct. APA.
• Ravishankar, L. (2003). Encouraging Internal Whistleblowing in Organizations. Web page.
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• Government Accountability Project. (n.d.). What is a whistleblower? Web page.
• O’Connor, J. D. (2005). I’m the Guy They Called Deep Throat. Web page.
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• Fisher, C. B. (2017). Decoding the ethical challenges in human and social service practice. Journal of Social Work Values & Ethics, 14(2), 25–36.
• Kidder, R. M. (2005). How Good People Make Tough Choices. HarperOne.