Week 4 Assignment: Ethical Dilemmas In A 1050 To 1400 728832

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 of 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? Note—please use the organization that has something to do with Human Services OR Mental Health.

Paper For Above instruction

Ethical dilemmas are an intrinsic part of organizational life, especially in fields related to human services and mental health, where the well-being of clients and ethical integrity are paramount. When confronting unethical practices in such settings, professionals are often faced with complex decisions that balance the severity of the misconduct, organizational culture, personal ethics, and the potential impact on clients and colleagues. This paper explores how I would respond to unethical practices in a mental health organization, considering the severity of unethical acts, examples of minor unethical practices that are often tolerated, and a proposed continuum model to evaluate such behaviors.

Responding to Unethical Practices Based on Severity

The first consideration when encountering unethical conduct is the severity of the behavior. Minor infractions, such as small breaches of confidentiality, tardiness, or informal favoritism, often go unreported due to normalization within the organizational culture or fear of retaliation. Conversely, major violations like abuse of clients, fraud, or neglect demand immediate reporting and action. My approach would be to assess each situation within this spectrum, recognizing that minor issues might be addressed through informal feedback or training, while serious misconduct requires formal reporting and potentially whistleblowing.

If I found a minor unethical practice, such as a colleague consistently arriving late to group sessions, I would consider whether it affects client care or organizational integrity. If it does not, I might address it privately with the colleague or bring it to supervision if it persists. For more serious ethical violations—such as a therapist falsifying client records—I would feel a moral obligation to report the incident through the proper channels within the organization, possibly escalating to external authorities if internal procedures are insufficient.

Examples of Minor Ethical Practices Usually Accepted

In many mental health organizations, certain minor ethical breaches are often tolerated by staff and management because they are viewed as inconsequential or are normalized by organizational culture. For instance:

  1. Tardiness and Punctuality: Routine lateness to sessions or meetings. Often accepted because of busy schedules, yet it disrupts client schedules and organization flow.
  2. Informal Favoritism: Giving preferential treatment to certain clients or staff members, such as priority access or special accommodations, which might seem benign but can impact fairness and organizational integrity.

People tend to accept these minor infractions because they perceive them as harmless or due to a lack of clear policies discouraging such behaviors. Additionally, a culture of leniency or high workload may contribute to their acceptance; staff might rationalize these behaviors as unavoidable or insignificant, thereby normalizing unethical but minor conduct.

Justification for Acceptance of Some Unethical Practices

The tendency to accept minor unethical practices hinges on several psychological and organizational factors. Cognitive dissonance allows individuals to rationalize behaviors that conflict with their moral standards, minimizing internal discomfort. Organizational culture also plays a pivotal role—if unethical practices go unpunished or are implicitly tolerated, staff internalize the notion that these behaviors are acceptable. Moreover, staff might fear repercussions or damage to professional relationships if they report minor infractions, leading to a culture of silence.

Furthermore, the perceived impact of the unethical practice influences acceptance. Minor infractions that do not directly harm clients or the organization's reputation are more easily overlooked. This normalization process facilitates a pragmatic approach to ethics, where only severe violations prompt action, and minor transgressions become part of the organizational routine.

Creating a Continuum of Severity Model for Ethical Practices

To systematically evaluate ethical practices, I propose a continuum model that categorizes behaviors based on their severity and impact. The model comprises five levels:

  1. Level 1—Benign/Acceptable: Behaviors that do not affect clients, staff, or organizational integrity, such as punctuality issues or informal dress code breaches.
  2. Level 2—Minor: Behaviors with negligible impact, like minor confidentiality lapses or casual favoritism.
  3. Level 3—Moderate: Practices that could harm client trust or organizational credibility if persisted, such as inconsistent documentation or minor neglect of organizational policies.
  4. Level 4—Serious: Violations that pose significant risk to clients or staff, including confidentiality breaches affecting client privacy or falsification of records.
  5. Level 5—Severe: Actions that endanger client safety, involve illegal activity, or constitute harm, such as abuse, fraud, or neglect.

This model was developed based on ethical frameworks and organizational risk assessment principles, considering both the potential harm and the likelihood of occurrence. It recognizes that not all unethical behaviors carry the same weight and thus require proportionate responses. For example, minor issues may be addressed through dialogue, while severe violations require immediate reporting and disciplinary measures.

Rationale Behind the Model

The hierarchy was informed by ethical decision-making theories, particularly Rest’s Four-Component Model, emphasizing moral sensitivity and judgment concerning the severity of the act. It also reflects organizational behavior literature, which suggests that severity influences the appropriateness and urgency of responses (Trevino & Nelson, 2017). The model emphasizes that ethical vigilance must be calibrated according to the potential impact on stakeholders and organizational integrity.

In applying this model to a human services or mental health organization, the focus is on safeguarding client welfare while maintaining professional standards. It allows practitioners to evaluate dilemmas consistently, prioritize actions appropriately, and foster an organizational culture that encourages ethical awareness and accountability.

Conclusion

Encountering unethical practices in mental health organizations requires a nuanced understanding of severity and impact. Minor infractions might be overlooked based on organizational tolerance or rationalizations, but they can cumulatively erode trust and integrity. The proposed severity continuum provides a structured approach for ethical judgment and response, ensuring that grave violations are swiftly addressed while minor issues may be managed through education and coaching. Ultimately, cultivating an ethical organizational culture depends on clear policies, ongoing training, and leadership commitment to uphold the highest standards of ethical conduct, protecting both clients and professionals in the process.

References

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  • Trevino, L. K., & Nelson, K. A. (2017). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.
  • Rest, J. R. (1986). Moral development: Advances in research and theory. Praeger.
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  • Kaptein, M. (2011). Understanding unethical behavior: A test of the moral disengagement hypothesis. Journal of Business Ethics, 103(1), 121-135.

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