| What is the problem? | Which ethical standards pertain to this problem? | Consider dimensions of the problem | Courses of action / potential consequences | Select course of action | Implement and evaluate the course of action |
|---|---|---|---|---|---|
unresponsive supervisee | responding in a timely and professional manner | responsibility to clients and supervisor | document all communication with supervisee and higher-ups | try to work it out with her employer. If not, report to BACB | Report to BACB and follow their instructions |
RBT is unresponsive to feedback | responsibility to clients/stakeholders | supervising this RBT is part of Christine's job | talk to rbts previous supervisor | ||
Unresponsive supervisee this can lead to ineffective client programming | 2.01 Providing Effective Treatment | The trainee is compromising the integrity of the treatment plan and potential progress of the client. | Create a checklist of steps/tasks for clients program. Create an action plan to re-evaluate trainees progress and follow through with feedback and guidance provided by the supervisor. If these actions are not followed through by trainee potential termination. | Documented revies of ongoing feedbac with termination clause if not appropriately followed. | We are obligated to offer clients effective treatment which can only happen with effective communication and execution of plan. |
An unresponsive RBT | Effective client services | Client hours being met, quality services, company pressure | change the RBT's supervisor --> possibly will be more response | both | |
Supervises does not incorporate feedback meet deadlines, | |||||
supervisee who is completely unresponsive | 4.08 and 4.10 | Employer is not helping the situation and Christine doesn't have experience with this type of situation | Christine can engage the RBT during an organized meeting and present the evidence to the trainee and provide framework for a constructive discussion. | Organize a formal meeting with the trainee | Have the meeting, define the issues/areas for improvement, and then help the trainee develop paths to meet the corrective actions. |
the unresponsive supervisee | telling her to brush it off | poor client service | |||
Christine has a supervisee that is not responding or following through with direction. | 4.12 Appropriately Terminating Supervsion | The clinic would be more short-staffed, but the RBT in question is neglecting the supervision contract and potentially harming clients by not implementing the changes outlined by their supervisor. | Christine should terminate the supervision and reference the supervision contact. The consequences could be an increase in loads for other Rbts or the BCBA | Setting a meeting with the supervisee and referencing the supervision contract. The BCBA could go over the supervision contract and explain that if this continues supervision will be terminated if Christine wants to attempt to make all parties happy - her boss | As long as the RBT is able to correct the inappropriate behavior or if Christine follows the proper channels for termination, there are no ethical concerns anymore |
unresponsive RBT versus lack of support from workplace due to lack of resources | standard 4 - | have approached workplace with no help | explain the ethical considerations and revisit the supervision contract with the RBT outlining the responsibilities of both parties | as above | Record the conversation and agree to review progress at next supervision |
Resistant supervisee | 1.04 Practicing within a Defined Role | when a supervisee is unresponsive - training and skill acquisition can not occur nor can the effectiveness of supervision be measured | Written documentation of unresponsiveness | Written documentation of unresponsiveness | Written documentation of tasks not completed and accountabilities not taken |
Procedural integrity and treatment fidelity | See above | They are tricky to navigate | Status quo versus conflict | patience | Clarify, remain committed and be consistent |
Supervisee is unresponsive | Supervisee is not changing based on feedback. | Ineffective or potentially unethical provision of services | Document communications and provide an official warning | Use email for documentation and CC supervisors | Provide timelines for responsiveness at risk of termination |
N/a | N/a | N/a | N/a | N/a | N/a |
non-esponsiveness | standards of care | Cannot take action bc short staffed | hire- training time | hire experienced RBT | timeline |
Supervisee not following the ethical standards and supervision contract | Accepting feedback | Documenting efforts to work in the problem | |||
NA | NA | NA | NA | NA | NA |
Supervisee does not accept feedback leading to ineffective services | Maintaining effective behavior services | Personality mismatch, lack of director support | Match to a new supervisor, termination of supervision | Match to a new supervisor | Supervisee may do better under a different personality. If not, a case for termination will be documented |
There is either a breakdown in communication or the RBT does not respect the position of the suppervisor. | Providing quality ABA services. | The RBT needs to understand the ethical expectations of their position. | Provide specific written instructions with expectations of when the changes in the RBT's behavior is expected to change by and be reevaluated. Have the RBT sign acknowledgement of receipt of the information so they can be held accountable if expectations are not met. | Provide specific written instructions with expectations of when the changes in the RBT's behavior is expected to change by and be reevaluated. Have the RBT sign acknowledgement of receipt of the information so they can be held accountable if expectations are not met. Inform the employer if expectations are not met. | If changes have not been met withing the agreed upon time period then the employer HR should be brought into the discussion. |
There is a huge problem with a supervisee not communicating or performing. It is the supervisor's responsibility to assure those they are overseeing practice ethically and effectively. | 4.04 Accountability in Supervision | There are obvious ethical issues the supervisor must attend to with their supervisee regarding communication and providing effective treatment but there is also an issue with the supervisor's boss telling the supervisor to make it work with the RBT, if they feel there is an appropriate termination of supervision, it would be unethical to ignore. | The supervisor needs to first try different ways to communicate and evaluate with the supervisee. They may need to change their expectations or begin setting lower standards to help the RBT succeed. After exhausting all options, if the RBT does not improve, the supervisor will have to confront their boss about termination. | Lower expectations to help supervisee achieve goals. | Find unique ways to request communication from the RBT and lower requirements to help them succeed. |
RBT is lacking communication and not receiving feedback. Supervisor needs to have written history of these occurrences. | Effective supervision/clear communication, permanent product of evaluating supervision effectiveness. | need discussion between supervisor and trainee, need permanent product | Discussion and increased documentation as proof to trainee for accountability. | Frequent meetings of check in, and remediation plan for poor communication/implementation of feedback | Analyze outcomes following every supervisory session. |
Supervisee not being receptive to feedback | |||||
CHristine does not know how to respond or address the issue with her supervisee at hand. | Out of scope of competence. | If Christine does not do anything, it can create an uncomfortable dynamic/relationship. The supervisee may quit and it would jeopardize the company. | If Christine does not do anything, it can create an uncomfortable dynamic/relationship. The supervisee may quit and it would jeopardize the company. | Christine should seek out support and/or ask other supervisors how they've handled similar situations. | Christine gains support and talks to the supervisee. Things are resolved. |
Unresponsive supervise | |||||
Christine is not being provided with proper supervision. | 4.06 Providing Supervision and Training | This poor supervision will affect the clients' outcomes. | Christine should speak with her supervisor again and state the outcomes that will happen if appropriate action is not taken | Christine should speak to her supervisor and employee and clearly state what must be changed. | If she does not see a change in her supervisor's behavior, Christine should consider reporting the ethical concern. |
Christine is responsible for the client outcomes and ethical conduct of the supervisee, but the supervisee is not responsive and does not follow her recommendations. | 4.04 Accountability in supervision | The agency is short staffed and so does not want to have to leave the client without a provider, but the supervisee is not providing effective services and will not respond to the supervisor. | Continue to supervise and remain accountable for the poor outcomes of the client due to ineffective therapy. | Set up a training protocol with a task analysis/procedural checklist to monitor the progress/effectiveness of the supervisee. | Monitor the progress of the supervisee, while continuing to attempt to hire more qualified staff. |
| What is the problem? | Which ethical standards pertain to this problem? | Consider dimensions of the problem | Courses of action / potential consequences | Select course of action | Implement and evaluate the course of action |
