| The employer is in a bind and is not acknowledging the BCBA's assessment of his caseload. Should he give her more time or tell her no? | How might he go about pushing back and refuse to accept the new caseload? |
|---|---|
"no", or "yes, with specific parameters" | cite the code |
The BCBA should tell his employer no. That he already assessed he cannot handle a bigger caseload. | BCBA should say that it has already been assessed that he cannot take on a bigger caseload. If he has too many he will be unable to adequately fulfill his supervisory duties and then could be subject to fines or loss of his license as a result. |
He should not accept additional supervisees if he is currently at capacity | He should document his current client and supervision loads and report this in writing to his supervisor explaining why he cannot accept more supervisees |
He should tell her no. A caseload that stretches the individual thin outs both supervises and clients in harm | Remind the employer that a new caseload would be more than he can handle while maintaining high standards |
It is important to advocate for quality supervision. A second conversations should take place and the supervision would need to be provided by an additional bcba | A meeting to review the ethics and connection to the certification and self regulating case loads to be ethical. |
Tell her no. | Citing the code. |
Tell her no | Explain that he is not in his competency to take on anymore, go over ethics |
tell her no | Remind boss of the code and how it is important to provide quality supervision. |
No | Talk about time spent on current supervision and documentation and how more supervisees would cut that time that is available. |
IF the BCBA is firm that they are maxed out with supervisees/ client workload, the BCBA must say no. | The BCBA may provide a justification letter in writing to the organization/boss to make it clear why they are drawing the line past current requirements. |
tell her no | try to come up with a solution with the supervisor |
He should continue to tell her no. | He can express how it is his ethical responsibility to provide effective supervision to his caseload and adding more to his plate will make that difficult. |
- document the request and give a reasonable timeline for the employer to come up with a solution | - send to the board and show the lack of ability to provide support to trainees and clients |
Tell her no as it is beyond their scope | Cite the code |
Tell her no. | By documenting his current caseload, hours, and identifying the ethical guidelines that support his feedback. |
He needs to check the total number and if it is more than 10 he must say no | He needs to have the regulations to hand and use these as his rationale for saying no |
The BCBA should tell the supervisor that he can not take on the new supervises and reference the BACB ethics code. | Reference the code, explain why he can't take on the new supervises, and offer to help come up with other solutions that may work. |
Tell her no | Reviewing the ethics code |
He should tell her no. | He could refer to the ethics code. |
He should tell her "no". | He might discuss the ethical codes he is to abide by and help her to understand that he cannot violate these codes or he could lose his ability to practice behavior analysis. |
He should tell her no. | He can create a potential action plan and reference the code of ethics. If she does not respond to this, he can go to the BACB. |
He should stand strong and tell her no | Ask for a objective date if it is temporary, adjsut his workload in other areas |
I think he could compromise by taking 1/2 the case load and give a date when they need to be re-assigned to a different supervisor. He could also discuss lightening it load in other areas for example taking less clients. | He can use the BACB ethics code to show the employer how many hours are required for supervision and that by not maintaining the required hours he could lose his license and not be able to supervise anyone anymore. |
This BCBA is dealing with an ethical and professional dilemma: how to balance client care, supervisee effectiveness, and personal limits, while also managing the pressure that comes along with the field. | He must deliver services within his competence and capacity, and if he is not able to, this should be reevaluated as this could lead to poor supervision and client oversight as well as tarnish the relationship between him and his supervisor.. |
document in writing the situation | |
| The employer is in a bind and is not acknowledging the BCBA's assessment of his caseload. Should he give her more time or tell her no? | How might he go about pushing back and refuse to accept the new caseload? |
