See Beauty... in the responsibility of knowing
Ethics and Values
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I’m drawn to the Human Service field because I want to be a part of the nonprofit sector; I want to support my community; and most importantly I want to be a resource for those who need it. We learn early on in this major that there are certain practices in place that you must adhere to when it comes to professional conduct. It is important to have these professional guidelines to protect our clients’ rights and wellbeing. Summers (2009) states that “the facts of a client’s situation belong to the client” (p. 314). This is way there are policies in place such as those on confidentiality, HIPAA privacy restrictions, and mandatory reporting. During Applied Research Methods, HSP 385, I completed a NIH Web-based training course on ‘Protecting Human Research Participants.’ This course touched on what it means to have civic responsibility when using technology or research. The rights of participants should always be a priority and never taken advantage of. In the beginning it seemed to me that it would be fairly clear as to what my ethical duty is as a Human Service Professional, but as I have moved through my academic career I’ve come to understand that it may not be that simple when a situation arises conflicting with my morals and values.
For the final paper in Case Management and Interventions, HSP 345, we were to discuss several of the dynamics of case management. One of which are ethical concerns. These sometimes come in conflict with our values which have more to do with our personal principles and ideologies, while our professional ethics are based off being true to the codes and laws of our profession.
Ethical responsibility seemed simple, but the complexities of ethics in tandem with values have shown me that often the ‘right’ thing to do is not so black and white. In Human Service Professionals and Interpersonal Systems, HSP 303, we were assigned to read Turning Stones which dealt with these kinds of difficult questions. The book walks through much of the professional life of the author, Marc Parent, and all of the incredibly challenging situations he was put through as a caseworker. In one of our weekly reflections I talk about Turning Sotnes, and how Parent recounts a situation where he had to remove a child from his home because it was ‘unfit,’ all the while being acutely aware that the foster care system the child would be put in would be even more detrimental to the child’s wellbeing (Parent). Parent was backed into a corner because of his professional obligations; having to make a choice for that child knowing that the best of the worst would be to leave him in his current situation. It is discouraging to know that you can go into the field with every intention of changing peoples’ lives for the better, but having to realize so much of it is out of your control.
This book was difficult to read at times, but it made me reflect on what it is I want from my professional experiences, and even more so if I am being honest with myself as to what I can and cannot handle. If I am faced with a question of siding morally or ethically, will I have the will power to make the decisions necessary; and be prepared for the consequences that will follow, either professionally or personally? In Case Management and Interventions, we were asked to work through a self-assessment exercise that listed various situations that could create personal value conflicts from the clients we would be working with. You had to rate the situation on a scale of 1 to 3 as to whether you felt it was something you could handle.
When I was deciding where I would have to draw the line, I was reflecting not only on what I assigned a 1, 2 or 3, but just as important, if not more so, why I assigned that particular number to that particular circumstance. These situations are complex, with various dynamics to be considered, but I did see common themes that had influence over how I delegated a 1, 2 or 3. I gave a 1 to helping clients I felt supportive of whether it was because of the services they were seeking, something in them I could identify with or that I was not fazed by the client’s situation, which may seem controversial to others. My hesitation usually came when I was unsure about assigning a 2 or 3. I’d like to think that I could put my own opinions and beliefs aside to tend to a client, but at a certain point it becomes a matter of interference of adequate service for the client because of my biases. Some of the scenarios conflicted with my morals and beliefs and others created conflict for me because they were situations that are sensitive and personal to me. I did find that there were a few instances that I had to designate 3s and would not be able to work with that client. Being aware of my biases and assumptions about other people is something that I have to pay attention to as I become a Human Service Professional.
In the same class we delved into more in depth client scenarios case managers could be faced with. It would be nice to think as is suggested in the previous exercise that if a situation with a client is too much someone else could take the case. But, I have to consider that most often in those situations I may have to provide services for clients that I have moral disagreements with. One scenario presented in class was about a sixteen year old boy that was said to be a sexual predator, but was allowed to stay within the school systems because he was diagnosed as mentally unstable. His diagnosis protected his anonymity so no one at the school was to be notified about his personal history. Being unable to disclose this information to the students and their families would make me feel as if I were responsible, should anything happen. I understand that no system will be perfect, but I think I will need to start preparing myself for the battle that I will inevitably have to fight between professional ethics and my own values.
Part of ethical consciousness is giving acknowledgement to biases and assumptions as well as our privileges. In Diversity and Social Justice Dynamics, HSP 455, we wrote an essay, entitled exploring my privilege, where we were able to discuss where our own privileges and non-privileges lie and our thoughts on oppression. I signed up for Diversity and Social Justice Dynamics because I feel our differences are something to be curious and excited about, not something to fear. I have taken courses in the past like this, but this is the first time I have truly had new ideas on diversity and social justice presented to me. I walked away evaluating whether my espoused-self aligns with my actual-self in relation to my privileges. Each of us has layers of identity that build up to the amount of privilege we have. With as many privileges as I have I can sit and become paralyzed with guilt or instead move forward with action and recognize that there are many times that others will have to work twice as hard as I do to get to the places I can. I need to always be keeping these things in mind in relation to other people because it will give me a deeper understanding of them. This becomes especially important in the context of clients. “To be an ally means-never truly being culturally, competent, but rather, recognizing that the pursuit of critical consciousness is a lifelong process” (Spencer, 2008). Without at least acknowledging differences I can unintentionally increasing barriers between myself and the client.
Part of our ethical responsibilities as Human Service Professionals, as stated by the Council for Standards in Human Service Education, Standard 19, is the “belief that individuals, services systems, and society can change”. So much of my learning has been influenced by our various assigned readings, particularly Change or Die by Alan Deutschman. This reading is one I have drawn upon in several classes and inspired several conversations on the theory of change. Duetschman (2007) believes that when case managers base their ideas of change off the three Rs-relate, repeat, and reframe, there is a better possibility of change rather than utilizing the three Fs-facts, fear, and force (pp. 13-15). When trying to produce intrinsic change it has to be about investment, inspiring hope and having the realization that it takes time. Once we realize we don’t have to watch our lives happen, we can create whatever we want it to be and stop feeling so defenseless within our own lives. “All that we are is the result of what we have thought,” Buddah (563 BCE-483 BCE). Our support in change is sought out as professionals and if we don’t have an authentic belief in change then how can we expect that of the client.
Ethic responsibility can feel conflicting to our values at times, creating challenging professional experiences but no system can be run appropriately and supportively for all individuals involved without policies for protection. While it’s still a regimented system that may see individuals as a number rather than a person with a circumstance, it is important to have policy in place to protect the majority of people when possible.
References
Deutschman, A. (2007). Change or die: Could you change when change matters most? New York, NY: HarperCollins
Parent, M. (1996). Turning stones: My days and nights with children at risk. New York : Fawcett Columbine
Spencer, M. S. (2008). A social worker’s reflections on power, privilege, and oppression. Social Work, 53(2), 99-101.
Summers, N. (2009). Case management practice: Skills for the human services. Belmont, CA: Brooks/Cole
For the final paper in Case Management and Interventions, HSP 345, we were to discuss several of the dynamics of case management. One of which are ethical concerns. These sometimes come in conflict with our values which have more to do with our personal principles and ideologies, while our professional ethics are based off being true to the codes and laws of our profession.
Ethical responsibility seemed simple, but the complexities of ethics in tandem with values have shown me that often the ‘right’ thing to do is not so black and white. In Human Service Professionals and Interpersonal Systems, HSP 303, we were assigned to read Turning Stones which dealt with these kinds of difficult questions. The book walks through much of the professional life of the author, Marc Parent, and all of the incredibly challenging situations he was put through as a caseworker. In one of our weekly reflections I talk about Turning Sotnes, and how Parent recounts a situation where he had to remove a child from his home because it was ‘unfit,’ all the while being acutely aware that the foster care system the child would be put in would be even more detrimental to the child’s wellbeing (Parent). Parent was backed into a corner because of his professional obligations; having to make a choice for that child knowing that the best of the worst would be to leave him in his current situation. It is discouraging to know that you can go into the field with every intention of changing peoples’ lives for the better, but having to realize so much of it is out of your control.
This book was difficult to read at times, but it made me reflect on what it is I want from my professional experiences, and even more so if I am being honest with myself as to what I can and cannot handle. If I am faced with a question of siding morally or ethically, will I have the will power to make the decisions necessary; and be prepared for the consequences that will follow, either professionally or personally? In Case Management and Interventions, we were asked to work through a self-assessment exercise that listed various situations that could create personal value conflicts from the clients we would be working with. You had to rate the situation on a scale of 1 to 3 as to whether you felt it was something you could handle.
When I was deciding where I would have to draw the line, I was reflecting not only on what I assigned a 1, 2 or 3, but just as important, if not more so, why I assigned that particular number to that particular circumstance. These situations are complex, with various dynamics to be considered, but I did see common themes that had influence over how I delegated a 1, 2 or 3. I gave a 1 to helping clients I felt supportive of whether it was because of the services they were seeking, something in them I could identify with or that I was not fazed by the client’s situation, which may seem controversial to others. My hesitation usually came when I was unsure about assigning a 2 or 3. I’d like to think that I could put my own opinions and beliefs aside to tend to a client, but at a certain point it becomes a matter of interference of adequate service for the client because of my biases. Some of the scenarios conflicted with my morals and beliefs and others created conflict for me because they were situations that are sensitive and personal to me. I did find that there were a few instances that I had to designate 3s and would not be able to work with that client. Being aware of my biases and assumptions about other people is something that I have to pay attention to as I become a Human Service Professional.
In the same class we delved into more in depth client scenarios case managers could be faced with. It would be nice to think as is suggested in the previous exercise that if a situation with a client is too much someone else could take the case. But, I have to consider that most often in those situations I may have to provide services for clients that I have moral disagreements with. One scenario presented in class was about a sixteen year old boy that was said to be a sexual predator, but was allowed to stay within the school systems because he was diagnosed as mentally unstable. His diagnosis protected his anonymity so no one at the school was to be notified about his personal history. Being unable to disclose this information to the students and their families would make me feel as if I were responsible, should anything happen. I understand that no system will be perfect, but I think I will need to start preparing myself for the battle that I will inevitably have to fight between professional ethics and my own values.
Part of ethical consciousness is giving acknowledgement to biases and assumptions as well as our privileges. In Diversity and Social Justice Dynamics, HSP 455, we wrote an essay, entitled exploring my privilege, where we were able to discuss where our own privileges and non-privileges lie and our thoughts on oppression. I signed up for Diversity and Social Justice Dynamics because I feel our differences are something to be curious and excited about, not something to fear. I have taken courses in the past like this, but this is the first time I have truly had new ideas on diversity and social justice presented to me. I walked away evaluating whether my espoused-self aligns with my actual-self in relation to my privileges. Each of us has layers of identity that build up to the amount of privilege we have. With as many privileges as I have I can sit and become paralyzed with guilt or instead move forward with action and recognize that there are many times that others will have to work twice as hard as I do to get to the places I can. I need to always be keeping these things in mind in relation to other people because it will give me a deeper understanding of them. This becomes especially important in the context of clients. “To be an ally means-never truly being culturally, competent, but rather, recognizing that the pursuit of critical consciousness is a lifelong process” (Spencer, 2008). Without at least acknowledging differences I can unintentionally increasing barriers between myself and the client.
Part of our ethical responsibilities as Human Service Professionals, as stated by the Council for Standards in Human Service Education, Standard 19, is the “belief that individuals, services systems, and society can change”. So much of my learning has been influenced by our various assigned readings, particularly Change or Die by Alan Deutschman. This reading is one I have drawn upon in several classes and inspired several conversations on the theory of change. Duetschman (2007) believes that when case managers base their ideas of change off the three Rs-relate, repeat, and reframe, there is a better possibility of change rather than utilizing the three Fs-facts, fear, and force (pp. 13-15). When trying to produce intrinsic change it has to be about investment, inspiring hope and having the realization that it takes time. Once we realize we don’t have to watch our lives happen, we can create whatever we want it to be and stop feeling so defenseless within our own lives. “All that we are is the result of what we have thought,” Buddah (563 BCE-483 BCE). Our support in change is sought out as professionals and if we don’t have an authentic belief in change then how can we expect that of the client.
Ethic responsibility can feel conflicting to our values at times, creating challenging professional experiences but no system can be run appropriately and supportively for all individuals involved without policies for protection. While it’s still a regimented system that may see individuals as a number rather than a person with a circumstance, it is important to have policy in place to protect the majority of people when possible.
References
Deutschman, A. (2007). Change or die: Could you change when change matters most? New York, NY: HarperCollins
Parent, M. (1996). Turning stones: My days and nights with children at risk. New York : Fawcett Columbine
Spencer, M. S. (2008). A social worker’s reflections on power, privilege, and oppression. Social Work, 53(2), 99-101.
Summers, N. (2009). Case management practice: Skills for the human services. Belmont, CA: Brooks/Cole