Ethical Issues for Counselling in Business, Organizations, and Small Practice

Ethical Issues for Counselling in Business, Organizations, and Small

PracticeBy: Kimberly Moffit

Ethical Considerations for Counselling in Large Organizations

The organization, usually the main contributor towards the cost of the counselling, has real power to enhance or undermine the ethical and thus, therapeutic basis of the counselling relationship (Bond, 1997)

Who is the client?

Counsellor’s primary commitment is to the success of the entire organization rather than any individual within it.

Confidentiality exists between the organization and the counsellor rather than the client/counsellor ( Bond, 1997).

How many counsellors does it take to change a lightbulb?

One: But the lightbulb has really got to want to change.

(Tim Bond)

Responsibilities of the Counselling Psychologist

Ensure that structure and confidentiality is clearly contracted and communicated between client and therapist

Maintaining a clear division of responsibilities between counsellor/client (Counsellor doesn’t take credit for ‘breakthroughs’ etc.)

Determine why does client seek counselling within the organization?

Ensuring that client has necessary information to make informed choices about counselling

Confidentiality = #1 recurrent concern of counsellors within

organizations-Disclosure to third parties, team members, or

organization (consent)-Colleagues and co-workers

A counsellor becomes aware through her clients that a unit manager is causing considerable distress to those working under her by systematic bullying of selected individuals. The particular manager is viewed by senior management as highly effective as her unit maintains its productivity and therefore there is no desire to disturb a part of the organization which is achieving its objectives. Attempts by individuals to alert management to the situation have either been disbelieved or resulted in discrediting the com plainant.

Case Study:

Management/Ownership of a Counselling Psychology

practice

Why Exapand Your Private Practice to a Small Business?

Increased sense of team environment and more colleagues to interact with on a daily basis

Greater opportunity to reach more people who need help

Ability to provide meaningful jobs to grateful people who need them (in an industry that is hard to find business)

Increased financial stability = more flexibility, freedom, working less hours

Passive income

More challenges, variety, stimulation

What are My Options in Small Businesses?

Counselling Psychologist - owning and/or operating a counselling service that is funded by the NHS

Counselling Psychologist - owning and operating your own private small business

Counselling Psychologist – working for the owner of a private practice as a team leader, supervisor, or associate.

Personality Factors

Motivated/determined/hardworking/ “Will of steel”

Willingness to work in the present for the sake of the future: even if it 7 days a week, 24 hours a day

Ability to sleep at night despite anxieties about business (my personal weakness*)

Confidence

Attention to detail (impeccable record keeping, organization, and financial records)

Never-give-up attitude

Creativity – there will always be a problem and it’s your responsibility to fix it

Where do I begin?

Practice Objectives – What will your practice specialize in? Will it be an extension of your private practice?

Choosing Professionals – What kind of practitioners will enhance the practice? More people like me? Or people who complement my services?

Securing Financing – Can I finance the project on my own or are angel investors or a start-up loan necessary? (My advice is to start small)

Selecting and renting/purchasing a location – Where do I want to house my practice? (storefront, medical building, office tower, etc)

Examples of Initial Set-up Dilemmas

On what software will we book appointments? (confidentiality)

Who will clean the premises? (confidentiality)

Who will answer the phones and what will the phone intake look like? (confidentiality(

Where will we store/secure our client records? How can I ensure all documents safe and our computers cannot be hacked? (confidentiality)

What will be the procedures if a client has a concern or complaint?

How can I provide a safe and happy work environment for my employees?

How much will I pay my employees?

What will I do when an employee doesn’t pull their weight?

Ethical Considerations

How can I be both a great manager and a great psychologist? Management typically derives its values from ‘performance’, and would I really want to measure this with my therapists? How can I be an effective practitioner when I own the business?

Can I really be an effective psychologist when I am running around running the business? (too much to worry about!)

Things I went Through During Expansion

Renovating contractors built a wall in the wrong place

New $3500 reception desk arrived damaged, had to be sent back

Therapists discovered that adjacent wall to back office was too noisy (lady next door had a loud voice): $2500 to fix

Financial Audit (ethics and stress)

Renovations to new clinic cost double the original budget, feelings of extreme financial stress

Potential Lawsuit with Distressed Acupuncture Client

Things I went Through During Expansion (cont’d)

Finding Tenants and signing leases for 2 empty offices – two tenants in a row did not pay their rent and both had to be evicted.

Senior Psychotherapist showed signs of poor fit – had to part ways

Another Senior Psychotherapist reacted very negatively to a new receptionist – conflict!

Finding part-time Office Manager to handle payroll, management, and manage co-op students.