Ethics Principle 2

When Josh started at his new job he took over a case from a co-worker. Josh and the co-worker discussed the case during the transition and then later when Josh wanted input on his approach with the client. Josh also occasionally shares gossip about the family with the co-worker. This includes events that are unrelated to treatment that the co-worker might find entertaining about the client’s quirky mother.

Rosalie notices that the staff at an adult day program tend to ignore consumers who are quiet and do not cause problems and are more likely to place these consumers in front of the television with nothing else to do. She immediately responds by modeling how to better engage the individuals with the program. She then follows-up by working with administration on developing better guidelines, tools, and evaluations for improving the quality of service delivery.

Ted’s client is classified as low-functioning and engages in almost continuous head-hits during any type of programming. A good day is when the client has fewer head hits, but she makes no progress toward actively participating in the program. The treatment team and caregivers agree that minimizing demands and keeping the client happy are the best long-term strategies. Ted is not satisfied with this outlook and decides to initiate a rapport-building program described in a research article he recently read. He believes that if he takes a different angle and focuses on quality relationships with staff, the client may be more receptive to programs and more likely to participate.