|Problem-solving step||Your response||Response example|
|Identify the problem||
Ken is overloaded
|Ken’s responsibilities have increased but no room has been made in his schedule.|
|Relevant ethical codes||
|5.02 Supervisory Volume – Ken’s volume of supervision has exceeded his ability to be effective.|
|Consider dimensions of the problem||
Ken was able to balance things previously, but now he has cancelled meetings and re-scheduled supervision.
|Ken has responsibilities to both his clients and his trainees. His workload has exceeded his ability to be effective as a supervisor.|
|Consider courses of action & potential consequences||
Ken can connect with his company and let them know what he is experiencing. He can consult with other BCBA supervisors.
|Decrease client caseload – Ken could take a look at his client caseload and see about transferring some cases to a colleague. This course of action would affect the most people, as his clients’ families, support staff, and school/work personnel have relationships with Ken.|
|Select a course of action||
Pull back on workload, ask for help, ensure that client and trainees are getting needs met.
|Ken considers how the standards encourage trainees to work with more than one supervisor. He asks his director about bringing in an additional BCBA to help with supervision.|
|Implement and evaluate course of action||
Yes, if Ken was able to work less, he could ensure that he is provided adequate supervision to his trainees and his client.
|The director was responsive to Ken’s request. There was a part-time BCBA who had availability and interest in becoming a supervisor. Moving forward, the supervision case assignments will be adjusted to allow for more room in Ken’s schedule.|