Here i the case study: Henry is a counsellor and operates an outpatient substanc

Question

Here i the case study:

Henry is a counsellor and operates an outpatient substance abuse counselling program located in a small, isolated but tightly-knit community in Canada. Most of the clients in the program do not have health insurance for counselling. Mr. P has recently been referred to the program for his crack cocaine addiction problem. During the intake session, Henry ascertains that although Mr. P will benefit from the program, he is unable to pay for it. Mr. P. offers to provide general maintenance and office duties such as clearing snow in the driveway, filing and so on, in exchange for counselling services by Henry.The following is a fictitious case which illustrates the ethical issues associated with bartering of mental health/psychological services in a small, tightly knit community. Consider both sides of the argument to develop a rationale for or against bartering by Henry, the counsellor in the fictitious situation. You may use an ethical decision-making model to help in reasoning out your response to the ethical dilemma contained in the scenario. Be sure to make reference to relevant ethical codes and standards and fundamental moral principles in your response.

Here is the question which must be ansered in the same order:For this case scenario, you are to:

1. present both sides of the bartering argument (for bartering and against bartering)

2. choose an ethical decision-making model - define the model

3. explain your rationale for choosing this model to address the ethical dilemma

4. than explain if you are for or against bartering and what is the most appropriate action.

Explanation / Answer

2.1. Gather the facts 2. Define the ethical issues 3. Identify the affected parties (stakeholders) 4. Identify the consequences 5. Identify the obligations (principles, rights, justice) 6. Consider your character and integrity 7. Think creatively about potential actions 8. Check your gut 9. Decide on the proper ethical action and be prepared to deal with opposing arguments.

3.Don’t jump to conclusions without the facts , Questions to ask: Who, what, where, when, how, and why. However, facts may be difficult to find because of the uncertainty often found around ethical issues .Some facts are not available .Assemble as many facts as possible before proceeding .Clarify what assumptions you are making.

Think about potential positive and negative consequences for affected parties by the decision (Focus on primary stakeholders to simplify analysis until you become comfortable with the process). What are the magnitude of the consequences and the probability that the consequences will happen. Short term vs. Long term consequences – will decision be valid over time. Broader systemic consequences – tied to symbolic and secrecy.Symbolic consequences – Each decision sends a message. Secrecy consequences – What are the consequences if the decision or action becomes public? Did you consider relevant cognitive barriers/biases? Consider what your decision would be based only on consequences – then move on and see if it is similar given other considerations.

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