Tag: Homework Solution

  • [Solved] quay

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    Suppose that you are the HR manager for a company. The judge in a current law suit by a former employee has ordered mandatory pre-suit mediation. Your boss is unfamiliar with mediation and she asks you to advise her as to several issues regarding the upcoming mediation. Draft a memo thoroughly discu…

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    Suppose  that you are the HR manager for a company. The judge in a current law  suit by a former employee has ordered mandatory pre-suit mediation. Your  boss is unfamiliar with mediation and she asks you to advise her as to  several issues regarding the upcoming mediation. Draft a memo thoroughly discussing, at minimum, the following questions:

    1. What are the advantages and disadvantages of mediation? Is it likely to be successful? Is it likely  to make the parties more or less hostile toward one another? How do the  costs in terms of time and money compare with litigation?
    2. If  your boss has no interest in mediation, does she really have to be  there? Can she send her attorney instead? If so, are there any conflicts  of interest with respect to attorney advocate representation of which  she should be aware?
    3. Must the company actually participate in the mediation? Can your boss (or her attorney) just sit there and refuse to speak?
    4. If  your boss (or her attorney) does decide to engage in dialogue during the  mediation, what are the risks concerning information that might be  disclosed? If the mediation fails, can the former employee use such  information at trial?

    – 2 years ago

  • [Solved] w3

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    I need some help! – 2 years ago

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    Assignment Prompt & Instructions

    I need some help!

    – 2 years ago

  • [Solved] angie

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    please see attahcment – 2 years ago **files (1)** – ## evansangela.docx **## evansangela.docx** This week your research focus is on **Project Life Cycle Management**. Use the outline below as a Table of Contents for your assignment and deliver a · **Use at minimum two sources in correct grammar and …

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    please see attahcment

    – 2 years ago

    **files (1)**

    – ## evansangela.docx

    **## evansangela.docx**

    This week your research focus is on
    **Project Life Cycle Management**.  Use the outline below as a Table of Contents for your assignment and deliver a

    ·
    **Use at minimum two sources in correct grammar and APA 7th edition writing format.**

    _NOTE:  the table of contents below is a structure to meet the minimum requirements.  You are encouraged to add additional headings._

    **Project Life Cycle Management Table of Contents**

    **Abstract**

    **Project Life Cycle Management:**

    **Purpose and History**

    **Criticisms**

    **IT Project Life Cycle Management:**

    **Purpose and History**

    **Criticisms**

    **References**(Minimum of
    **two** in APA style)

    ![Free Notepad Glasses photo and picture](https://www.sweetstudy.com/questions/angie-20878287)

    Image Source:
    [https://cdn.pixabay.com/photo/2016/01/09/18/27/journey-1130732_1280.jpg](https://cdn.pixabay.com/photo/2016/01/09/18/27/journey-1130732_1280.jpg)

    ## image1.jpeg

    **## evansangela.docx**

    This week your research focus is on
    **Project Life Cycle Management**.  Use the outline below as a Table of Contents for your assignment and deliver a

    ·
    **Use at minimum two sources in correct grammar and APA 7th edition writing format.**

    _NOTE:  the table of contents below is a structure to meet the minimum requirements.  You are encouraged to add additional headings._

    **Project Life Cycle Management Table of Contents**

    **Abstract**

    **Project Life Cycle Management:**

    **Purpose and History**

    **Criticisms**

    **IT Project Life Cycle Management:**

    **Purpose and History**

    **Criticisms**

    **References**(Minimum of
    **two** in APA style)

    ![Free Notepad Glasses photo and picture](https://www.sweetstudy.com/questions/angie-20878287)

    Image Source:
    [https://cdn.pixabay.com/photo/2016/01/09/18/27/journey-1130732_1280.jpg](https://cdn.pixabay.com/photo/2016/01/09/18/27/journey-1130732_1280.jpg)

    ## image1.jpeg

  • [Solved] Discussion 1

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    – [\ \ IMG_7219.png](https://www.sweetstudy.com/files/img-7219-png "IMG_7219.png") – 2 years ago

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    – [\
    \
    IMG_7219.png](https://www.sweetstudy.com/files/img-7219-png "IMG_7219.png")

    – 2 years ago

  • [Solved] h

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    – 2 years ago **files (1)** – ## Case.pdf **## Case.pdf** 2 Please Note: The fictional case provided herein was developed over the past seven months, before the current California fires. Lockheed Martin is deeply committed to supporting the relief and recovery efforts of those affected by the fires….

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    – 2 years ago

    **files (1)**

    – ## Case.pdf

    **## Case.pdf**

    2

    Please Note: The fictional case provided herein was
    developed over the past seven months, before the current
    California fires. Lockheed Martin is deeply committed to
    supporting the relief and recovery efforts of those affected by
    the fires. We have donated to support immediate relief and
    long-term recovery of communities impacted by the Los
    Angeles wildfires. You can learn more about our efforts here.

    We understand that the theme of firefighting intelligence is
    particularly relevant but also sensitive given the current
    situation. We want to acknowledge that Lockheed Martin
    products are being used to assist in the firefighting efforts in
    Los Angeles. While our technology is designed to support
    these efforts, we do not want to draw attention away from
    the very real challenges and tragedies that are unfolding in
    California. Our intention is to provide a thought-provoking
    and educational experience for all participants, and we hope
    that this case will serve as a valuable learning tool.

    [https://www.lockheedmartin.com/en-us/news/statements-speeches/2025/los-angeles-wildfires-relief-and-recovery.html](https://www.lockheedmartin.com/en-us/news/statements-speeches/2025/los-angeles-wildfires-relief-and-recovery.html)

    3

    2025 Ethics in Engineering Case

    Background
    In 2023, there were over 56,000 wildfires across the US burning 2.6 million acres of land
    and destroying over 4,300 structures including around 3,000 homes. The total cost of
    these wildfires is estimated to be between $394 to $893 billion each year.

    Analyzing wildfire intelligence information and deploying firefighting resources is a time-
    consuming process that requires multiple manual decisions. This is a complex process
    and due to time and resource constraints, involving humans in every decision is inefficient.
    Because of the changing nature of wildfires, the current process is expensive and prone to
    human error. The use of advanced technologies, including artificial intelligence (AI),
    machine learning (ML), and other automated methods, could significantly reduce data
    processing times and improve data accuracy. This would enable incident commanders,
    division supervisors, and hand crew bosses to make critical decisions more rapidly,
    thereby reducing risk to life, property, structures, and land.

    To modernize the approach, reduce cost, and better serve those in high fire risk areas, the
    National Interagency Fire Center (NIFC) is assessing new technologies to better manage
    resources during wildfires. They are developing a firefighting intelligence prototype
    solution called FIREINT (Firefighting Intelligence), which will be used to assess fire
    conditions, analyze the environment and location of the fire, and determine the most
    efficient use of resources, including human intervention in verification and decision
    making, to combat the fire to best protect the surrounding area. The development of
    FIREINT is expected to be completed by May 2025, with plans for the operational system
    to be deployed prior to the peak of the 2026 wildfire season.

    The objectives of FIREINT are to:

    • maximize the use of technology while ensuring human involvement in critical decisions.

    • assist incident commanders in prioritizing the deployment of scarce resources while
    providing maximum protection to emergency responders.

    • enable developers to easily integrate and swap out various AI algorithms, data sources,
    and interfaces, allowing for rapid customization and adaptation to changing wildfire
    response scenarios.

    The Capture
    The NIFC has contracted three companies to develop a prototype FIREINT solution to be
    demonstrated to them in May 2025.

    The NIFC has specified the requirements below within which the FIREINT demo shall
    operate. A representative map highlighting key features associated with the demo is
    included in Figure 1.

    4

    FIREINT shall:

    1. be capable of assessing wildfires in an area of up to 200,000 acres
    (approximately 300 square miles) with various terrains and population zones
    found in the western and southwestern US to inform incident commanders
    where to deploy resources.

    2. notify when human decision making is required to minimize risk to human life
    and resources.

    3. base fire suppression solution on deployment of available ground based and
    aerial resources. This consists of 23 air tankers, 11 transport helicopters, and 14
    tactical coordination aircraft for fire reconnaissance. Other types of resources
    and technology to support traditional firefighting resources can be part of the
    solution.

    4. provide near real-time information to incident commanders and emergency
    responders.

    5. explain the decision-making processes for when to use different levels of
    technology and human interaction while taking into account the following
    considerations.

    a. Protection and safety of firefighters;

    b. Prioritization of human lives versus property;

    c. Protection of critical infrastructure needed to support homes and life;

    d. Evaluation of environmental impact from both the fire and suppressant;

    e. Optimization/preservation of fire suppression asset utilization; and

    f. Prioritization of monetary and historic value impact.

    Companies will be contracted up to a value of $1M for the prototype solution which
    includes the demonstration. Following the demonstration of each company’s
    solution, the NIFC will select the winning solution and award a follow-on contract
    valued at $10M.

    HotShot Response Inc. (HotShot)
    HotShot is one of the three companies selected by the NIFC to develop the
    prototype FIREINT solution by May 2025. HotShot has a long history of providing
    exceptional support to the NIFC. They have a record of consistently achieving the
    mission to significantly reduce casualties during high risk and constantly changing
    fire and weather situations via their logistics and firefighting asset deployment
    systems. This mission is deeply embedded into the culture of the company. The
    existing architecture's limited openness and finite scalability hinder timely upgrades,
    underscoring the need for a modular, open-source system that can seamlessly
    integrate with diverse components and adapt to evolving wildfire response
    requirements.

    5

    HotShot’s president, Kevin O’Sullivan, realized months before this opportunity came up,
    they needed to modernize their current product line and develop discriminating capabilities
    to remain a leading partner for the NIFC. He felt they had internal expertise to advance
    automation, but they needed external resources to incorporate AI capabilities.

    HotShot’s chief engineer, Kimberly Miller, is not in total agreement with needing AI to
    advance their solution and continues to fight against the need for using it. They have used
    their current strategy for the last 25 years with great success without needing outside help.
    O’Sullivan respects Miller’s viewpoint but sees the future technology landscape changing
    and recognizes the need to integrate automation and AI into their current solutions. As a
    result, O’Sullivan entered negotiations to acquire DeciderAI.

    DeciderAI
    DeciderAI is an innovative company with a proven and fielded AI resource deployment and
    logistics solution that addresses hurricane emergency management, but they lack the
    resources to expand into adjacent markets. DeciderAI leverages a suite of key enabling
    technologies to optimize the deployment and allocation of resources in complex, dynamic
    environments. At the core of their platform lies a robust combination of AI algorithms,
    which enable real-time predictive analytics, pattern recognition, and decision-making. Their
    proprietary graph database management system provides a scalable and flexible data
    structure for modeling and analyzing complex networks, allowing them to identify resource
    limitations and predictive schedule conflicts.

    DeciderAI’s Chief Engineer, Hunter Garcia, has been a pioneer in the field of AI for almost
    20 years and, based on what he knows, he can develop a system with little to no human
    intervention. He feels AI is smarter than any human and can take all bias out of the
    decision-making process. Garcia doesn’t have firefighting intelligence experience but can
    easily see how existing AI processes could be applied. In contrast to HotShot’s chief
    engineer, Garcia feels the strategy and solutions should always be evolving to incorporate
    the latest technologies. Those who stagnate get left behind.

    HotShotAI – Acquisition of DeciderAI by HotShot
    On December 31, 2024, HotShot successfully completed its acquisition of DeciderAI,
    resulting in the formation of a new merged entity, HotShotAI. Although the acquisition was
    finalized, the integration of the two former companies’ systems, processes and cultures is
    still a work in progress.

    O’Sullivan’s expectation is for DeciderAI’s technology to be integrated in the HotShot
    prototype for the demonstration. Per the terms of the acquisition, the two companies had
    to be firewalled until the acquisition completed. On September 1, 2024, four months prior
    to the planned acquisition completion date, HotShot subcontracted DeciderAI to develop
    the AI based logistic and resource deployment model for their prototype solution. Now the
    two teams must integrate their solutions into a joint HotShotAI prototype.

    6

    Joint Prototype Solution
    O’Sullivan, CEO of the new joint company HotShotAI, tasked Miller and Garcia to review
    the solutions of both teams to develop a joint product for the NIFC by May 30, 2025.

    With the acquisition complete, Garcia sees the entire scope of the project and feels a
    fundamental change is needed to enable the joint architecture to be more open to future
    technologies. Due to the existing relationship and trust between O’Sullivan and Miller,
    Garcia must present a strong case to O’Sullivan, substantiating his ideas with evidence
    and aligning them with project objectives, to counter potential bias towards Miller's
    expertise.

    Miller feels human input at every critical decision-making step is the only way to avoid
    some of the pitfalls of AI, and she does not want bad data and biases impacting life and
    property. She assures management she can meet the NIFC requirements with minimal AI
    using advances in weather technologies, drones, sensors, weather balloons, and other
    more established methods. These systems can be maximized while leaving final decisions
    up to humans who have experience and understand the intricacies of the situations which
    might be faced in a fire. She feels human decision making or intervention is required in the
    solution to maintain a safe and compliant process minimizing impacts to life, property and
    resources during deployment.

    Miller and Garcia have clashed since the beginning of the acquisition process on how best
    to design and lead the engineering organization in the new company with both competing
    for the Chief Engineer position in the combined company. Dr. Brian Pegg, a senior
    engineer, previously from HotShot who reported to O’Sullivan, believes Miller provided
    incomplete data to Garcia prior to the acquisition close which could negatively affect
    Garcia’s solution. Garcia picked up on this without HotShot’s knowledge, and he feels
    Miller is deliberately trying to discredit his solution.

    The outcome of this project will be a deciding factor in their respective career paths. While
    working on the FIREINT architecture, Miller and Garcia struggle to agree on a common
    solution. Their clashes have become more frequent and more public with yelling and name
    calling. Miller thinks every decision is critical whereas Garcia feels there are only a few
    decisions that cannot be made by AI. Some feel they are trying to sabotage the other’s
    solution.

    Two engineers, Dan Wells, previously HotShot, and Erin Kay, previously DeciderAI, are
    getting tired of not being heard in meetings and the bickering between Miller and Garcia.
    Wells has heard Miller say she has information she is not giving Garcia and lets Kay know.
    Wells and Kay weren’t comfortable, on their own, to approach management with their
    concerns but together they felt they need to report their observations. Wells and Kay don’t
    know how to raise concerns at HotShotAI. They are unsure what normal debate between
    senior colleagues looks like and when it becomes unacceptable. With the company being
    new, they don’t know who to trust or how to speak up. When the debate between Miller
    and Garcia turns into yelling, they talked to their managers, but the behavior continued
    and the team continues to rehash the same old arguments while no progress is made
    towards project objectives. It is now to the point where no action is being taken to address
    the conflict between Miller and Garcia, and Wells and Kay are now questioning whether
    HotShotAI is the place for them and heard rumors others are thinking the same thing.

    7

    Miller and Garcia continue to fight over whether human intervention is always needed. For
    example, Miller feels a manned reconnaissance flight is always needed prior to deploying
    fixed wing assets, but Garcia feels drones and AI solutions can be used to determine if safe
    conditions exist to deploy these assets.

    Miller and Garcia also cannot agree on whether the level of bias introduced by AI and its
    impact outweighs the drawbacks of limited information considered in human decision
    making. Miller feels there is bias in the AI which will lead to more affluent areas prioritized
    over low-income housing areas. The AI algorithms use government census data and hence
    Garcia feels there is no bias. Garcia's AI algorithm may have unintentionally reflected
    socioeconomic biases, potentially impacting the equitable distribution of resources in wildfire
    response scenarios, underscoring the need for algorithmic auditing and testing to ensure
    fairness and accuracy.

    Response to FIREINT Proposal
    Since Miller and Garcia are not making much progress with the integration, O’Sullivan called
    a meeting during the week of February 24, 2025, for their teams to resolve the issues and
    determine the final solution. During this meeting the teams must present defendable
    rationale on a combined solution and agree how to integrate their respective solutions into
    the best single solution integrating AI, technology, and human intelligence and decision
    making as well as the costs and timelines to complete the prototype to present to the
    HotShotAI senior management team in 14 days. Loss of this contract could have impacts on
    the company’s future. The goal of the meeting is to determine the most effective approach
    for integrating the existing capabilities of both companies. (See Figure 2 for project timeline.)

    During this meeting, the teams must agree on where and when human intervention/decision
    making is needed in the solution, how their solution will decide which resources to deploy
    where and how to prioritize the risks including threat to life (including firefighters), and threat
    to property. They must also show how the joint solution will meet all NIFC requirements.

    8

    Figure 1: Map of Area to be Used for Prototype

    Area of eastern Orange County, CA. The area is impacted by the Santa Ana winds where the prevailing winds blow from east to west
    over the mountains towards the Pacific coast.

    9

    Figure 2: Project Timeline

    – Slide Number 1
    – Slide Number 2
    – Slide Number 3
    – Slide Number 4
    – Slide Number 5
    – Slide Number 6
    – Slide Number 7
    – Figure 1: Map of Area to be Used for Prototype
    – Figure 2: Project Timeline
    – Slide Number 10
    – Slide Number 11
    – Slide Number 12

    **## Case.pdf**

    2

    Please Note: The fictional case provided herein was
    developed over the past seven months, before the current
    California fires. Lockheed Martin is deeply committed to
    supporting the relief and recovery efforts of those affected by
    the fires. We have donated to support immediate relief and
    long-term recovery of communities impacted by the Los
    Angeles wildfires. You can learn more about our efforts here.

    We understand that the theme of firefighting intelligence is
    particularly relevant but also sensitive given the current
    situation. We want to acknowledge that Lockheed Martin
    products are being used to assist in the firefighting efforts in
    Los Angeles. While our technology is designed to support
    these efforts, we do not want to draw attention away from
    the very real challenges and tragedies that are unfolding in
    California. Our intention is to provide a thought-provoking
    and educational experience for all participants, and we hope
    that this case will serve as a valuable learning tool.

    [https://www.lockheedmartin.com/en-us/news/statements-speeches/2025/los-angeles-wildfires-relief-and-recovery.html](https://www.lockheedmartin.com/en-us/news/statements-speeches/2025/los-angeles-wildfires-relief-and-recovery.html)

    3

    2025 Ethics in Engineering Case

    Background
    In 2023, there were over 56,000 wildfires across the US burning 2.6 million acres of land
    and destroying over 4,300 structures including around 3,000 homes. The total cost of
    these wildfires is estimated to be between $394 to $893 billion each year.

    Analyzing wildfire intelligence information and deploying firefighting resources is a time-
    consuming process that requires multiple manual decisions. This is a complex process
    and due to time and resource constraints, involving humans in every decision is inefficient.
    Because of the changing nature of wildfires, the current process is expensive and prone to
    human error. The use of advanced technologies, including artificial intelligence (AI),
    machine learning (ML), and other automated methods, could significantly reduce data
    processing times and improve data accuracy. This would enable incident commanders,
    division supervisors, and hand crew bosses to make critical decisions more rapidly,
    thereby reducing risk to life, property, structures, and land.

    To modernize the approach, reduce cost, and better serve those in high fire risk areas, the
    National Interagency Fire Center (NIFC) is assessing new technologies to better manage
    resources during wildfires. They are developing a firefighting intelligence prototype
    solution called FIREINT (Firefighting Intelligence), which will be used to assess fire
    conditions, analyze the environment and location of the fire, and determine the most
    efficient use of resources, including human intervention in verification and decision
    making, to combat the fire to best protect the surrounding area. The development of
    FIREINT is expected to be completed by May 2025, with plans for the operational system
    to be deployed prior to the peak of the 2026 wildfire season.

    The objectives of FIREINT are to:

    • maximize the use of technology while ensuring human involvement in critical decisions.

    • assist incident commanders in prioritizing the deployment of scarce resources while
    providing maximum protection to emergency responders.

    • enable developers to easily integrate and swap out various AI algorithms, data sources,
    and interfaces, allowing for rapid customization and adaptation to changing wildfire
    response scenarios.

    The Capture
    The NIFC has contracted three companies to develop a prototype FIREINT solution to be
    demonstrated to them in May 2025.

    The NIFC has specified the requirements below within which the FIREINT demo shall
    operate. A representative map highlighting key features associated with the demo is
    included in Figure 1.

    4

    FIREINT shall:

    1. be capable of assessing wildfires in an area of up to 200,000 acres
    (approximately 300 square miles) with various terrains and population zones
    found in the western and southwestern US to inform incident commanders
    where to deploy resources.

    2. notify when human decision making is required to minimize risk to human life
    and resources.

    3. base fire suppression solution on deployment of available ground based and
    aerial resources. This consists of 23 air tankers, 11 transport helicopters, and 14
    tactical coordination aircraft for fire reconnaissance. Other types of resources
    and technology to support traditional firefighting resources can be part of the
    solution.

    4. provide near real-time information to incident commanders and emergency
    responders.

    5. explain the decision-making processes for when to use different levels of
    technology and human interaction while taking into account the following
    considerations.

    a. Protection and safety of firefighters;

    b. Prioritization of human lives versus property;

    c. Protection of critical infrastructure needed to support homes and life;

    d. Evaluation of environmental impact from both the fire and suppressant;

    e. Optimization/preservation of fire suppression asset utilization; and

    f. Prioritization of monetary and historic value impact.

    Companies will be contracted up to a value of $1M for the prototype solution which
    includes the demonstration. Following the demonstration of each company’s
    solution, the NIFC will select the winning solution and award a follow-on contract
    valued at $10M.

    HotShot Response Inc. (HotShot)
    HotShot is one of the three companies selected by the NIFC to develop the
    prototype FIREINT solution by May 2025. HotShot has a long history of providing
    exceptional support to the NIFC. They have a record of consistently achieving the
    mission to significantly reduce casualties during high risk and constantly changing
    fire and weather situations via their logistics and firefighting asset deployment
    systems. This mission is deeply embedded into the culture of the company. The
    existing architecture's limited openness and finite scalability hinder timely upgrades,
    underscoring the need for a modular, open-source system that can seamlessly
    integrate with diverse components and adapt to evolving wildfire response
    requirements.

    5

    HotShot’s president, Kevin O’Sullivan, realized months before this opportunity came up,
    they needed to modernize their current product line and develop discriminating capabilities
    to remain a leading partner for the NIFC. He felt they had internal expertise to advance
    automation, but they needed external resources to incorporate AI capabilities.

    HotShot’s chief engineer, Kimberly Miller, is not in total agreement with needing AI to
    advance their solution and continues to fight against the need for using it. They have used
    their current strategy for the last 25 years with great success without needing outside help.
    O’Sullivan respects Miller’s viewpoint but sees the future technology landscape changing
    and recognizes the need to integrate automation and AI into their current solutions. As a
    result, O’Sullivan entered negotiations to acquire DeciderAI.

    DeciderAI
    DeciderAI is an innovative company with a proven and fielded AI resource deployment and
    logistics solution that addresses hurricane emergency management, but they lack the
    resources to expand into adjacent markets. DeciderAI leverages a suite of key enabling
    technologies to optimize the deployment and allocation of resources in complex, dynamic
    environments. At the core of their platform lies a robust combination of AI algorithms,
    which enable real-time predictive analytics, pattern recognition, and decision-making. Their
    proprietary graph database management system provides a scalable and flexible data
    structure for modeling and analyzing complex networks, allowing them to identify resource
    limitations and predictive schedule conflicts.

    DeciderAI’s Chief Engineer, Hunter Garcia, has been a pioneer in the field of AI for almost
    20 years and, based on what he knows, he can develop a system with little to no human
    intervention. He feels AI is smarter than any human and can take all bias out of the
    decision-making process. Garcia doesn’t have firefighting intelligence experience but can
    easily see how existing AI processes could be applied. In contrast to HotShot’s chief
    engineer, Garcia feels the strategy and solutions should always be evolving to incorporate
    the latest technologies. Those who stagnate get left behind.

    HotShotAI – Acquisition of DeciderAI by HotShot
    On December 31, 2024, HotShot successfully completed its acquisition of DeciderAI,
    resulting in the formation of a new merged entity, HotShotAI. Although the acquisition was
    finalized, the integration of the two former companies’ systems, processes and cultures is
    still a work in progress.

    O’Sullivan’s expectation is for DeciderAI’s technology to be integrated in the HotShot
    prototype for the demonstration. Per the terms of the acquisition, the two companies had
    to be firewalled until the acquisition completed. On September 1, 2024, four months prior
    to the planned acquisition completion date, HotShot subcontracted DeciderAI to develop
    the AI based logistic and resource deployment model for their prototype solution. Now the
    two teams must integrate their solutions into a joint HotShotAI prototype.

    6

    Joint Prototype Solution
    O’Sullivan, CEO of the new joint company HotShotAI, tasked Miller and Garcia to review
    the solutions of both teams to develop a joint product for the NIFC by May 30, 2025.

    With the acquisition complete, Garcia sees the entire scope of the project and feels a
    fundamental change is needed to enable the joint architecture to be more open to future
    technologies. Due to the existing relationship and trust between O’Sullivan and Miller,
    Garcia must present a strong case to O’Sullivan, substantiating his ideas with evidence
    and aligning them with project objectives, to counter potential bias towards Miller's
    expertise.

    Miller feels human input at every critical decision-making step is the only way to avoid
    some of the pitfalls of AI, and she does not want bad data and biases impacting life and
    property. She assures management she can meet the NIFC requirements with minimal AI
    using advances in weather technologies, drones, sensors, weather balloons, and other
    more established methods. These systems can be maximized while leaving final decisions
    up to humans who have experience and understand the intricacies of the situations which
    might be faced in a fire. She feels human decision making or intervention is required in the
    solution to maintain a safe and compliant process minimizing impacts to life, property and
    resources during deployment.

    Miller and Garcia have clashed since the beginning of the acquisition process on how best
    to design and lead the engineering organization in the new company with both competing
    for the Chief Engineer position in the combined company. Dr. Brian Pegg, a senior
    engineer, previously from HotShot who reported to O’Sullivan, believes Miller provided
    incomplete data to Garcia prior to the acquisition close which could negatively affect
    Garcia’s solution. Garcia picked up on this without HotShot’s knowledge, and he feels
    Miller is deliberately trying to discredit his solution.

    The outcome of this project will be a deciding factor in their respective career paths. While
    working on the FIREINT architecture, Miller and Garcia struggle to agree on a common
    solution. Their clashes have become more frequent and more public with yelling and name
    calling. Miller thinks every decision is critical whereas Garcia feels there are only a few
    decisions that cannot be made by AI. Some feel they are trying to sabotage the other’s
    solution.

    Two engineers, Dan Wells, previously HotShot, and Erin Kay, previously DeciderAI, are
    getting tired of not being heard in meetings and the bickering between Miller and Garcia.
    Wells has heard Miller say she has information she is not giving Garcia and lets Kay know.
    Wells and Kay weren’t comfortable, on their own, to approach management with their
    concerns but together they felt they need to report their observations. Wells and Kay don’t
    know how to raise concerns at HotShotAI. They are unsure what normal debate between
    senior colleagues looks like and when it becomes unacceptable. With the company being
    new, they don’t know who to trust or how to speak up. When the debate between Miller
    and Garcia turns into yelling, they talked to their managers, but the behavior continued
    and the team continues to rehash the same old arguments while no progress is made
    towards project objectives. It is now to the point where no action is being taken to address
    the conflict between Miller and Garcia, and Wells and Kay are now questioning whether
    HotShotAI is the place for them and heard rumors others are thinking the same thing.

    7

    Miller and Garcia continue to fight over whether human intervention is always needed. For
    example, Miller feels a manned reconnaissance flight is always needed prior to deploying
    fixed wing assets, but Garcia feels drones and AI solutions can be used to determine if safe
    conditions exist to deploy these assets.

    Miller and Garcia also cannot agree on whether the level of bias introduced by AI and its
    impact outweighs the drawbacks of limited information considered in human decision
    making. Miller feels there is bias in the AI which will lead to more affluent areas prioritized
    over low-income housing areas. The AI algorithms use government census data and hence
    Garcia feels there is no bias. Garcia's AI algorithm may have unintentionally reflected
    socioeconomic biases, potentially impacting the equitable distribution of resources in wildfire
    response scenarios, underscoring the need for algorithmic auditing and testing to ensure
    fairness and accuracy.

    Response to FIREINT Proposal
    Since Miller and Garcia are not making much progress with the integration, O’Sullivan called
    a meeting during the week of February 24, 2025, for their teams to resolve the issues and
    determine the final solution. During this meeting the teams must present defendable
    rationale on a combined solution and agree how to integrate their respective solutions into
    the best single solution integrating AI, technology, and human intelligence and decision
    making as well as the costs and timelines to complete the prototype to present to the
    HotShotAI senior management team in 14 days. Loss of this contract could have impacts on
    the company’s future. The goal of the meeting is to determine the most effective approach
    for integrating the existing capabilities of both companies. (See Figure 2 for project timeline.)

    During this meeting, the teams must agree on where and when human intervention/decision
    making is needed in the solution, how their solution will decide which resources to deploy
    where and how to prioritize the risks including threat to life (including firefighters), and threat
    to property. They must also show how the joint solution will meet all NIFC requirements.

    8

    Figure 1: Map of Area to be Used for Prototype

    Area of eastern Orange County, CA. The area is impacted by the Santa Ana winds where the prevailing winds blow from east to west
    over the mountains towards the Pacific coast.

    9

    Figure 2: Project Timeline

    – Slide Number 1
    – Slide Number 2
    – Slide Number 3
    – Slide Number 4
    – Slide Number 5
    – Slide Number 6
    – Slide Number 7
    – Figure 1: Map of Area to be Used for Prototype
    – Figure 2: Project Timeline
    – Slide Number 10
    – Slide Number 11
    – Slide Number 12

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    #### Special Section:

    ##### DOI: 10.1002/j.1556-6676.2014.00138.x

    ## Professionalism, Ethics, and Value-Based Conflicts in Counseling

    ### Professionalism, Ethics, and Value-Based Conflicts in Counseling: An Introduction to the Special Section

    #### Perry C. Francis and Suzanne M. Dugger, Guest Editors

    This introduction to this special section of the Journal of Counseling & Development explores the importance of a code of ethics to the establishment and maintenance of a profession. Recognizing a code of ethics as a communication of a profession’s collective values and expectations, the editors of this special section acknowledge the dilemmas that arise when a counselor’s personal values do not align with the profession’s collective values. The authors of each article address value-based conflicts in counseling.

    Keywords: counselor training, ethics, litigation, religion, LGBT

    The primary purpose of a code of ethics, for any profession, is to establish norms and expectations for practitioners in order to collectively minimize the risk of harm to clients and the general public (Welfel, 2010). In a broader sense, a code of ethics is also a reflection of the profession’s collective values and moral principles. Indeed, the establishment of a code of ethics, which communicates a normative orientation to the service of others and a commitment to protect the welfare of clients, is considered the “hallmark of professionalism” (Gorman & Sandefur, 2011, p. 279). Promulgation of a code of ethics places the needs and interests of clients over and above the personal needs or values of any individual member of the profession (DeMitchell, Hebert, & Phan, 2013; Gor man & Sandefur, 2011). A code of ethics helps to ensure the primacy of client welfare by articulating a profession’s collective set of values and communicating standards of prac tice for all members of that profession. Because laws set the minimum standards of acceptable behavior, ethical standards often exceed the legal requirements articulated in federal and state laws (Corey, Corey, & Callanan, 2011). Entry into and continued association with a profession requires all of its practitioners to make a commitment that they will abide by the profession’s code of ethics and the profession’s collective values as reflected in that code.

    By all measures, counseling is a profession (Gorman & Sandefur, 2011). Counseling is a vocation that requires individuals to obtain specific, university-based training to acquire expertise in a specialized set of knowledge and skills; confers status and power upon its members; has an established national association through which it establishes a collective identity, communicates professional values, dis seminates scholarly research, and advocates for its members; and regulates itself through licensure and a code of ethics.

    Although counselors vary with regard to specializations and/or the settings in which they practice, they are united as a single profession through the American Counseling Associa tion (ACA). Through this umbrella association, counselors of varied specializations come together for the purposes of promoting a shared professional identity, protecting clients, and promulgating the ACA Code of Ethics (ACA, 2005) to which all members must adhere. In addition, many counselors join divisions within ACA, which are focused on more spe cialized areas of practice (e.g., college or school counseling) or shared goals or ideals (e.g., social justice). When these divisions have established their own code of ethics, those codes are designed to supplement, not supplant, the ACA Code of Ethics. As such, their members are responsible for adhering to those specialized ethical standards and the ACA

    Code of Ethics.

    ### Values and Expectations Communicated by the ACA Code of Ethics

    The collective values of the counseling profession are com municated in the ACA Code of Ethics (ACA, 2005). Included within these values and most relevant to this special section are the recognition of each client’s inherent worth and dignity; a respect for each client’s uniqueness, autonomy, and right

    Perry C. Francis and Suzanne M. Dugger, Department of Leadership and Counseling, Eastern Michigan University. Correspon dence concerning this article should be addressed to Perry C. Francis, Department of Leadership and Counseling, Eastern Michigan University, 135 Porter Building, Ypsilanti, MI 48197 (e-mail: pfrancis@emich.edu).

    #### © 2014 by the American Counseling Association. All rights reserved.

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    to self-determination; an honoring of human growth and development; and a respect for diversity within our clientele and a valuing of cultural competence in counselors. Related to the communication of these values, ACA (2005) also com municated expectations for professional behavior, stating “the primary responsibility of counselors is to respect the dignity and promote the welfare of clients” (Standard A.1.a.).

    Toward this goal, professional counselors are expected to conduct themselves in ways that demonstrate a genuine valuing of each client as a unique individual, that honor each client’s right to make choices in accordance with his or her own personal beliefs and standards, and that facilitate each client’s growth within a myriad of developmental domains (ACA, 2005, preamble). Professional counselors are also ex pected to constantly strive toward increased levels of cultural competence (Standard C.2.a.) and to avoid discriminatory practices with respect to a wide variety of cultural dimen sions (Standard C.5.). Indeed, competence as a professional counselor is contingent upon one’s ability to “embrace a cross-cultural approach in support of the worth, dignity, potential, and uniqueness of people within their social and cultural contexts” (ACA, 2005, preamble). In respecting the diversity of clients, professional counselors must be “aware of their own values, attitudes, beliefs, and behaviors and avoid imposing values” (ACA, 2005, Standard A.4.b.).

    ### Values, Power, and Potential for Harm

    In light of the prohibition against counselors imposing their values on clients, counselors should recognize the ways in which their personal values may be directly or indirectly communicated to clients and be aware of how the power differential that exists within each counseling relationship may result in the imposition of their values. Although most counselors understand that directly communicating their values to clients is unacceptable, concerted effort and con stant vigilance are necessary to avoid communicating their values indirectly. Without such vigilance, counselors may inadvertently communicate their personal values through nonverbal and extraverbal responses to client disclosures, by which client stories they focus on and which they avoid, by how convincingly they communicate caring and respect for a client, by which interventions they select, by the sug gestions they make or the homework they assign, and by their willingness to continue seeing a client. In such ways, counselors may intentionally or inadvertently communicate their personal values to their clients.

    Although communication of one’s own values within an equal, reciprocal relationship would not constitute an imposi tion of values, communication of one’s personal values within an unequal relationship with a vulnerable client can result in the imposition of values. Zinnbauer and Pargament (2000) showed that, when a counselor’s values are communicated during psychotherapy, clients demonstrate a tendency to move toward adopting those values. Factors likely to contrib ute to such influence include the power differential present within the counseling relationship, the counselor’s perceived expertise, and the client’s vulnerability. Individuals who are most vulnerable to this potential imposition of values include clients or students in any setting where the choice of a coun selor may be restricted (e.g., K–12 schools, small colleges and universities) or where professional services are limited to a handful of potential practitioners (e.g., clients in rural or underserved areas).

    To be sure, though, the potential for an abuse of power exists in every counseling relationship, and clients are vul nerable to undue influence and microaggressions that can occur when a counselor communicates any personal values that are contrary to those of the client (Sue, 2010; Zinnbauer & Pargament, 2000). When clients are struggling with issues about which they feel confused, conflicted, or ambivalent, even the most subtle communication of personal values has a likelihood of swaying a client to act in accordance with the counselor’s values rather than facilitating the client’s exploration of his or her own values. In this way, values can be imposed. Therefore, the expectation that counselors take special care in not imposing their values is especially impor tant in demonstrating respect for each client’s right to make choices in accordance with his or her own personal beliefs and standards and in avoiding discriminatory practices. In the absence of such restraint, counselors place clients at risk for harm in ways that may be blatant or subtle and rationalized as a means to providing the best care for the client (Shiles, 2009; Sue, 2010).

    ### Value Conflicts

    Although the ACA Code of Ethics (ACA, 2005) prescribes expectations for professional behavior, the ultimate hope is that each individual counselor will internalize the profession’s collective values. The preamble of the ACA Code of Ethics delineates this:

    Professional values are an important way of living out an ethical commitment. Values inform principles. Inherently held values that guide our behaviors or exceed prescribed behaviors are deeply ingrained in the counselor and developed out of personal dedication, rather than the mandatory requirement of an external organization. (ACA, 2005, preamble)

    Such internalization, however, does not always occur. This lack of internalization is most likely when there are areas of conflict between an individual’s personal values and the pro fession’s collective values as articulated by the ACA Code of Ethics (ACA, 2005). Such value conflicts are the focus of this special section. Specifically, this special section is designed to address the dilemmas that occur when an individual coun selor’s personal values conflict with the profession’s collective

    #### Introduction to the Special Section

    values as communicated in its code of ethics. At the heart of these dilemmas is the issue of how best to protect clients from harm that may result from counselors acting in accordance with their personal values and in violation of the collective values of the profession.

    ### Recent and Not-So-Recent Value Conflicts

    Recent court cases (i.e., Keeton v. Anderson-Wiley, 2010; Ward v. Wilbanks, 2009) challenged the profession about what to do when the personally held values of counselors are in conflict with the ACA Code of Ethics (ACA, 2005). The aformentioned court cases focused on a specific conflict between the personal values of some counselors and the collective values of the profession. Whereas the profession values diversity, prohibits discrimination on the basis of sexual orientation (and many other factors), and requires that “counselors gain knowledge, personal awareness, sensitivity, and skills pertinent to work ing with a diverse client population” (ACA, 2005, Standard C.2.a.), some counselors and counselors-in-training object to the idea of providing counseling services to nonheterosexual clients in any manner that could be mistaken for acceptance of their lifestyle. They contend that any requirement for them to do so is discriminatory against their constitutional right to practice in accordance with their religious beliefs. In contrast, the profession (via ACA) argued that communication of such beliefs reflects an imposition of one’s personal values and that a refusal to see nonheterosexual clients represents discrimination on the basis of sexual orientation (Ex. at Sep. 30, 2009; see also
    [http://www.counseling.org/resources/pdfs/](http://www.counseling.org/resources/pdfs/) EMUamicusbrief.pdf).

    Central to this dilemma for some counselors is a belief that the only ways to honor their personal and/or religious beliefs as counselors are by directly communicating one’s values to the client, refusing to discuss same-sex relation ships with clients, or implementing a policy of automatically referring nonheterosexual clients to other counselors. We respectfully disagree with this belief and offer a discussion of a much less recent dilemma to illustrate another pos sibility. Whereas sexual orientation and gay rights are the hot-button issues of the day that most frequently conflict with religious beliefs, a different issue caused similar con troversy in the 1960s. That decade was marked by the sexual revolution and an increasing level of societal acceptance of sexual activity outside of marriage. This issue, too, caused great consternation for people who held religious beliefs against such activity.

    One can easily imagine a counselor in 1965 feeling deeply conflicted when faced with a client engaged in sexual activ ity outside of marriage; the counselor’s conflict would have reflected religious beliefs that were opposed to such activity. If counselors also believed that the only way they could honor their religious convictions was to communicate their values to the client, refuse to discuss extramarital sexual relationships with clients, or implement a policy of automatically referring those clients to other counselors, how would this action have affected those clients? As it happens, Carl Rogers encountered just such a client, and his session with “Gloria” was recorded on a widely disseminated training video that is still used today (Shostrom, 1965) and is now available on YouTube.

    Although we do not know what religious beliefs Carl Rogers held or whether he experienced any value conflict when counseling Gloria, we do know that (a) Gloria revealed her participation in casual sexual relationships after her re cent divorce and (b) her counselor could have experienced a value conflict in this situation. In a particularly tender point in the session, Gloria expressed feeling guilty about engaging in these sexual relationships and guilty for lying to her daughter about it. When Gloria directly asked Carl Rogers what she should do, she was clearly vulnerable to an imposition of his values. Consider how the following possible responses—none of which were made by Carl Rogers—could have affected Gloria:

    – “This is your life and you can do as you like, but I believe that sex outside of marriage is a sin.”
    – “Your sexual relationships aren’t something I am comfortable discussing with you. What else would you like to talk about?”
    – “I know a great counselor across town who specializes in these issues, and I would like to refer you.”

    Our hope is that the potential harm that could befall Glo ria as a result of such responses is clearly evident. Already feeling guilty, Gloria was especially vulnerable to signs of disapproval or rejection. Carl Rogers’s actual response offered neither. Additionally, and very importantly, his response also did not communicate acceptance. Instead, he acknowledged hearing Gloria’s plea for advice about what to do and communicated that, although he wished he could tell her what she should do, this was a very personal deci sion that only she could make.

    For counselors facing any similar dilemma involving a conflict between their personal value system and the pro fession’s values, we suggest that this approach may offer a way to resolve the conflict. This nondirective approach does not violate the ACA Code of Ethics (ACA, 2005) and allows a counselor to honor personal religious beliefs. It simply does not involve communicating those beliefs to the client via direct statements; indirect, selective attention to topics; or referrals.

    ### Focus of the Special Section

    Each of the articles in this special section addresses the issue of value conflicts and explores means by which they might be

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    reconciled. The section begins with three articles addressing the recent Ward v. Wilbanks (2009) court case. In the open ing article, Suzanne Dugger and Perry Francis describe the case and offer insights into the lessons learned. Next, ACA’s chief professional officer, David Kaplan, analyzes the ethi cal implications of the case and describes ACA’s position on the issues raised by this case. Then, Barbara Herlihy, Mary Hermann, and Leigh Greden explore the legal and ethical implications of using religious beliefs as the basis for refusing to counsel certain clients.

    The section then shifts from this narrow focus on the Ward v. Wilbanks (2009) case to a broader exploration of value-based conflicts within the counseling profession. In her article, Irene Ametrano addresses ways in which counselor educators can teach ethical decision making and help students reconcile their personal values with the profession’s values. Also addressing ways to prepare future counselors to deal with values conflicts, Joy Whitman and Markus Bidell’s article explores ways to bridge the gap between religious beliefs and affirmative counselor education. In the next article, Markus Bidell explores the experience of individual counselors expe riencing discord between their conservative religious beliefs and the expectation that they, as professional counselors, will not discriminate in offering positive regard to clients. Next, Michael Kocet and Barbara Herlihy reveal their newly developed model for ethical decision making. This model is focused on addressing value-based conflicts that may arise within a counseling relationship.

    Finally, this special section concludes with two articles dedicated to exploring the perspectives of various religions pertaining to sexual orientation and value conflicts. Richard Balkin, Richard Watts, and Saba Ali offer Jewish, Christian, and Muslim perspectives on the intersection of faith, race, and sexual orientation. In the final article, Devika Choudhuri and Kurt Kraus address ways in which Buddhist perspec tives may be useful in reconciling value conflicts that arise in counseling.

    ### References

    American Counseling Association. (2005). ACA code of ethics. Alex

    andria, VA: Author.

    Corey, G., Corey, M. S., & Callanan, P. (2011). Issues and ethics in the

    helping professions (8th ed.). Belmont, CA: Brooks/Cole.

    DeMitchell, T. A., Hebert, D. J., & Phan, L. T. (2013). The university curriculum and the constitution: Personal beliefs and professional ethics in graduate school counseling programs. Journal of College and University Law, 39, 303–344.

    Gorman, E. H., & Sandefur, R. L. (2011). “Golden Age,” quiescence, and revival: How the sociology of professionals became the student of knowledge-based work. Work and Occupation, 38, 275–302. Keeton v. Anderson-Wiley, No. 1:10-CV-00099-JRH-WLB, 733 F.

    Supp. 2d 1368 (S.D. Ga., Aug. 20, 2010).

    Shiles, M. (2009). Discriminatory referrals: Uncovering a potential ethical dilemma facing practitioners. Ethics & Behavior, 19, 142–155.

    Shostrom, E. L. (Producer). (1965). Three approaches to psychotherapy I [Video recording]. Corona Del Mar, CA: Psychological & Edu cational Films.

    Sue, D. W. (2010). Microaggressions in everyday life: Race, gender,

    and sexual orientation. Hoboken, NJ: Wiley.

    Ward v. Wilbanks, No. 09-CV-11237, Doc. 1 (E.D. Mich., Apr. 2, 2009). Welfel, E. R. (2010). Ethics in counseling and psychotherapy: Stan dards, research, and emerging issues (4th ed.). Belmont, CA: Brooks/Cole.

    Zinnbauer, B. J., & Pargament, K. I. (2000). Working with the sacred: Four approaches to religious and spiritual issues in counseling.

    Journal of Counseling & Development, 78, 162–171.

    Copyright of Journal of Counseling & Development is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.

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    **## ProfessionalismEthicsandValueBasedConflictsArticle1.html**

    #### Special Section:

    ##### DOI: 10.1002/j.1556-6676.2014.00138.x

    ## Professionalism, Ethics, and Value-Based Conflicts in Counseling

    ### Professionalism, Ethics, and Value-Based Conflicts in Counseling: An Introduction to the Special Section

    #### Perry C. Francis and Suzanne M. Dugger, Guest Editors

    This introduction to this special section of the Journal of Counseling & Development explores the importance of a code of ethics to the establishment and maintenance of a profession. Recognizing a code of ethics as a communication of a profession’s collective values and expectations, the editors of this special section acknowledge the dilemmas that arise when a counselor’s personal values do not align with the profession’s collective values. The authors of each article address value-based conflicts in counseling.

    Keywords: counselor training, ethics, litigation, religion, LGBT

    The primary purpose of a code of ethics, for any profession, is to establish norms and expectations for practitioners in order to collectively minimize the risk of harm to clients and the general public (Welfel, 2010). In a broader sense, a code of ethics is also a reflection of the profession’s collective values and moral principles. Indeed, the establishment of a code of ethics, which communicates a normative orientation to the service of others and a commitment to protect the welfare of clients, is considered the “hallmark of professionalism” (Gorman & Sandefur, 2011, p. 279). Promulgation of a code of ethics places the needs and interests of clients over and above the personal needs or values of any individual member of the profession (DeMitchell, Hebert, & Phan, 2013; Gor man & Sandefur, 2011). A code of ethics helps to ensure the primacy of client welfare by articulating a profession’s collective set of values and communicating standards of prac tice for all members of that profession. Because laws set the minimum standards of acceptable behavior, ethical standards often exceed the legal requirements articulated in federal and state laws (Corey, Corey, & Callanan, 2011). Entry into and continued association with a profession requires all of its practitioners to make a commitment that they will abide by the profession’s code of ethics and the profession’s collective values as reflected in that code.

    By all measures, counseling is a profession (Gorman & Sandefur, 2011). Counseling is a vocation that requires individuals to obtain specific, university-based training to acquire expertise in a specialized set of knowledge and skills; confers status and power upon its members; has an established national association through which it establishes a collective identity, communicates professional values, dis seminates scholarly research, and advocates for its members; and regulates itself through licensure and a code of ethics.

    Although counselors vary with regard to specializations and/or the settings in which they practice, they are united as a single profession through the American Counseling Associa tion (ACA). Through this umbrella association, counselors of varied specializations come together for the purposes of promoting a shared professional identity, protecting clients, and promulgating the ACA Code of Ethics (ACA, 2005) to which all members must adhere. In addition, many counselors join divisions within ACA, which are focused on more spe cialized areas of practice (e.g., college or school counseling) or shared goals or ideals (e.g., social justice). When these divisions have established their own code of ethics, those codes are designed to supplement, not supplant, the ACA Code of Ethics. As such, their members are responsible for adhering to those specialized ethical standards and the ACA

    Code of Ethics.

    ### Values and Expectations Communicated by the ACA Code of Ethics

    The collective values of the counseling profession are com municated in the ACA Code of Ethics (ACA, 2005). Included within these values and most relevant to this special section are the recognition of each client’s inherent worth and dignity; a respect for each client’s uniqueness, autonomy, and right

    Perry C. Francis and Suzanne M. Dugger, Department of Leadership and Counseling, Eastern Michigan University. Correspon dence concerning this article should be addressed to Perry C. Francis, Department of Leadership and Counseling, Eastern Michigan University, 135 Porter Building, Ypsilanti, MI 48197 (e-mail: pfrancis@emich.edu).

    #### © 2014 by the American Counseling Association. All rights reserved.

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    to self-determination; an honoring of human growth and development; and a respect for diversity within our clientele and a valuing of cultural competence in counselors. Related to the communication of these values, ACA (2005) also com municated expectations for professional behavior, stating “the primary responsibility of counselors is to respect the dignity and promote the welfare of clients” (Standard A.1.a.).

    Toward this goal, professional counselors are expected to conduct themselves in ways that demonstrate a genuine valuing of each client as a unique individual, that honor each client’s right to make choices in accordance with his or her own personal beliefs and standards, and that facilitate each client’s growth within a myriad of developmental domains (ACA, 2005, preamble). Professional counselors are also ex pected to constantly strive toward increased levels of cultural competence (Standard C.2.a.) and to avoid discriminatory practices with respect to a wide variety of cultural dimen sions (Standard C.5.). Indeed, competence as a professional counselor is contingent upon one’s ability to “embrace a cross-cultural approach in support of the worth, dignity, potential, and uniqueness of people within their social and cultural contexts” (ACA, 2005, preamble). In respecting the diversity of clients, professional counselors must be “aware of their own values, attitudes, beliefs, and behaviors and avoid imposing values” (ACA, 2005, Standard A.4.b.).

    ### Values, Power, and Potential for Harm

    In light of the prohibition against counselors imposing their values on clients, counselors should recognize the ways in which their personal values may be directly or indirectly communicated to clients and be aware of how the power differential that exists within each counseling relationship may result in the imposition of their values. Although most counselors understand that directly communicating their values to clients is unacceptable, concerted effort and con stant vigilance are necessary to avoid communicating their values indirectly. Without such vigilance, counselors may inadvertently communicate their personal values through nonverbal and extraverbal responses to client disclosures, by which client stories they focus on and which they avoid, by how convincingly they communicate caring and respect for a client, by which interventions they select, by the sug gestions they make or the homework they assign, and by their willingness to continue seeing a client. In such ways, counselors may intentionally or inadvertently communicate their personal values to their clients.

    Although communication of one’s own values within an equal, reciprocal relationship would not constitute an imposi tion of values, communication of one’s personal values within an unequal relationship with a vulnerable client can result in the imposition of values. Zinnbauer and Pargament (2000) showed that, when a counselor’s values are communicated during psychotherapy, clients demonstrate a tendency to move toward adopting those values. Factors likely to contrib ute to such influence include the power differential present within the counseling relationship, the counselor’s perceived expertise, and the client’s vulnerability. Individuals who are most vulnerable to this potential imposition of values include clients or students in any setting where the choice of a coun selor may be restricted (e.g., K–12 schools, small colleges and universities) or where professional services are limited to a handful of potential practitioners (e.g., clients in rural or underserved areas).

    To be sure, though, the potential for an abuse of power exists in every counseling relationship, and clients are vul nerable to undue influence and microaggressions that can occur when a counselor communicates any personal values that are contrary to those of the client (Sue, 2010; Zinnbauer & Pargament, 2000). When clients are struggling with issues about which they feel confused, conflicted, or ambivalent, even the most subtle communication of personal values has a likelihood of swaying a client to act in accordance with the counselor’s values rather than facilitating the client’s exploration of his or her own values. In this way, values can be imposed. Therefore, the expectation that counselors take special care in not imposing their values is especially impor tant in demonstrating respect for each client’s right to make choices in accordance with his or her own personal beliefs and standards and in avoiding discriminatory practices. In the absence of such restraint, counselors place clients at risk for harm in ways that may be blatant or subtle and rationalized as a means to providing the best care for the client (Shiles, 2009; Sue, 2010).

    ### Value Conflicts

    Although the ACA Code of Ethics (ACA, 2005) prescribes expectations for professional behavior, the ultimate hope is that each individual counselor will internalize the profession’s collective values. The preamble of the ACA Code of Ethics delineates this:

    Professional values are an important way of living out an ethical commitment. Values inform principles. Inherently held values that guide our behaviors or exceed prescribed behaviors are deeply ingrained in the counselor and developed out of personal dedication, rather than the mandatory requirement of an external organization. (ACA, 2005, preamble)

    Such internalization, however, does not always occur. This lack of internalization is most likely when there are areas of conflict between an individual’s personal values and the pro fession’s collective values as articulated by the ACA Code of Ethics (ACA, 2005). Such value conflicts are the focus of this special section. Specifically, this special section is designed to address the dilemmas that occur when an individual coun selor’s personal values conflict with the profession’s collective

    #### Introduction to the Special Section

    values as communicated in its code of ethics. At the heart of these dilemmas is the issue of how best to protect clients from harm that may result from counselors acting in accordance with their personal values and in violation of the collective values of the profession.

    ### Recent and Not-So-Recent Value Conflicts

    Recent court cases (i.e., Keeton v. Anderson-Wiley, 2010; Ward v. Wilbanks, 2009) challenged the profession about what to do when the personally held values of counselors are in conflict with the ACA Code of Ethics (ACA, 2005). The aformentioned court cases focused on a specific conflict between the personal values of some counselors and the collective values of the profession. Whereas the profession values diversity, prohibits discrimination on the basis of sexual orientation (and many other factors), and requires that “counselors gain knowledge, personal awareness, sensitivity, and skills pertinent to work ing with a diverse client population” (ACA, 2005, Standard C.2.a.), some counselors and counselors-in-training object to the idea of providing counseling services to nonheterosexual clients in any manner that could be mistaken for acceptance of their lifestyle. They contend that any requirement for them to do so is discriminatory against their constitutional right to practice in accordance with their religious beliefs. In contrast, the profession (via ACA) argued that communication of such beliefs reflects an imposition of one’s personal values and that a refusal to see nonheterosexual clients represents discrimination on the basis of sexual orientation (Ex. at Sep. 30, 2009; see also
    [http://www.counseling.org/resources/pdfs/](http://www.counseling.org/resources/pdfs/) EMUamicusbrief.pdf).

    Central to this dilemma for some counselors is a belief that the only ways to honor their personal and/or religious beliefs as counselors are by directly communicating one’s values to the client, refusing to discuss same-sex relation ships with clients, or implementing a policy of automatically referring nonheterosexual clients to other counselors. We respectfully disagree with this belief and offer a discussion of a much less recent dilemma to illustrate another pos sibility. Whereas sexual orientation and gay rights are the hot-button issues of the day that most frequently conflict with religious beliefs, a different issue caused similar con troversy in the 1960s. That decade was marked by the sexual revolution and an increasing level of societal acceptance of sexual activity outside of marriage. This issue, too, caused great consternation for people who held religious beliefs against such activity.

    One can easily imagine a counselor in 1965 feeling deeply conflicted when faced with a client engaged in sexual activ ity outside of marriage; the counselor’s conflict would have reflected religious beliefs that were opposed to such activity. If counselors also believed that the only way they could honor their religious convictions was to communicate their values to the client, refuse to discuss extramarital sexual relationships with clients, or implement a policy of automatically referring those clients to other counselors, how would this action have affected those clients? As it happens, Carl Rogers encountered just such a client, and his session with “Gloria” was recorded on a widely disseminated training video that is still used today (Shostrom, 1965) and is now available on YouTube.

    Although we do not know what religious beliefs Carl Rogers held or whether he experienced any value conflict when counseling Gloria, we do know that (a) Gloria revealed her participation in casual sexual relationships after her re cent divorce and (b) her counselor could have experienced a value conflict in this situation. In a particularly tender point in the session, Gloria expressed feeling guilty about engaging in these sexual relationships and guilty for lying to her daughter about it. When Gloria directly asked Carl Rogers what she should do, she was clearly vulnerable to an imposition of his values. Consider how the following possible responses—none of which were made by Carl Rogers—could have affected Gloria:

    – “This is your life and you can do as you like, but I believe that sex outside of marriage is a sin.”
    – “Your sexual relationships aren’t something I am comfortable discussing with you. What else would you like to talk about?”
    – “I know a great counselor across town who specializes in these issues, and I would like to refer you.”

    Our hope is that the potential harm that could befall Glo ria as a result of such responses is clearly evident. Already feeling guilty, Gloria was especially vulnerable to signs of disapproval or rejection. Carl Rogers’s actual response offered neither. Additionally, and very importantly, his response also did not communicate acceptance. Instead, he acknowledged hearing Gloria’s plea for advice about what to do and communicated that, although he wished he could tell her what she should do, this was a very personal deci sion that only she could make.

    For counselors facing any similar dilemma involving a conflict between their personal value system and the pro fession’s values, we suggest that this approach may offer a way to resolve the conflict. This nondirective approach does not violate the ACA Code of Ethics (ACA, 2005) and allows a counselor to honor personal religious beliefs. It simply does not involve communicating those beliefs to the client via direct statements; indirect, selective attention to topics; or referrals.

    ### Focus of the Special Section

    Each of the articles in this special section addresses the issue of value conflicts and explores means by which they might be

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    reconciled. The section begins with three articles addressing the recent Ward v. Wilbanks (2009) court case. In the open ing article, Suzanne Dugger and Perry Francis describe the case and offer insights into the lessons learned. Next, ACA’s chief professional officer, David Kaplan, analyzes the ethi cal implications of the case and describes ACA’s position on the issues raised by this case. Then, Barbara Herlihy, Mary Hermann, and Leigh Greden explore the legal and ethical implications of using religious beliefs as the basis for refusing to counsel certain clients.

    The section then shifts from this narrow focus on the Ward v. Wilbanks (2009) case to a broader exploration of value-based conflicts within the counseling profession. In her article, Irene Ametrano addresses ways in which counselor educators can teach ethical decision making and help students reconcile their personal values with the profession’s values. Also addressing ways to prepare future counselors to deal with values conflicts, Joy Whitman and Markus Bidell’s article explores ways to bridge the gap between religious beliefs and affirmative counselor education. In the next article, Markus Bidell explores the experience of individual counselors expe riencing discord between their conservative religious beliefs and the expectation that they, as professional counselors, will not discriminate in offering positive regard to clients. Next, Michael Kocet and Barbara Herlihy reveal their newly developed model for ethical decision making. This model is focused on addressing value-based conflicts that may arise within a counseling relationship.

    Finally, this special section concludes with two articles dedicated to exploring the perspectives of various religions pertaining to sexual orientation and value conflicts. Richard Balkin, Richard Watts, and Saba Ali offer Jewish, Christian, and Muslim perspectives on the intersection of faith, race, and sexual orientation. In the final article, Devika Choudhuri and Kurt Kraus address ways in which Buddhist perspec tives may be useful in reconciling value conflicts that arise in counseling.

    ### References

    American Counseling Association. (2005). ACA code of ethics. Alex

    andria, VA: Author.

    Corey, G., Corey, M. S., & Callanan, P. (2011). Issues and ethics in the

    helping professions (8th ed.). Belmont, CA: Brooks/Cole.

    DeMitchell, T. A., Hebert, D. J., & Phan, L. T. (2013). The university curriculum and the constitution: Personal beliefs and professional ethics in graduate school counseling programs. Journal of College and University Law, 39, 303–344.

    Gorman, E. H., & Sandefur, R. L. (2011). “Golden Age,” quiescence, and revival: How the sociology of professionals became the student of knowledge-based work. Work and Occupation, 38, 275–302. Keeton v. Anderson-Wiley, No. 1:10-CV-00099-JRH-WLB, 733 F.

    Supp. 2d 1368 (S.D. Ga., Aug. 20, 2010).

    Shiles, M. (2009). Discriminatory referrals: Uncovering a potential ethical dilemma facing practitioners. Ethics & Behavior, 19, 142–155.

    Shostrom, E. L. (Producer). (1965). Three approaches to psychotherapy I [Video recording]. Corona Del Mar, CA: Psychological & Edu cational Films.

    Sue, D. W. (2010). Microaggressions in everyday life: Race, gender,

    and sexual orientation. Hoboken, NJ: Wiley.

    Ward v. Wilbanks, No. 09-CV-11237, Doc. 1 (E.D. Mich., Apr. 2, 2009). Welfel, E. R. (2010). Ethics in counseling and psychotherapy: Stan dards, research, and emerging issues (4th ed.). Belmont, CA: Brooks/Cole.

    Zinnbauer, B. J., & Pargament, K. I. (2000). Working with the sacred: Four approaches to religious and spiritual issues in counseling.

    Journal of Counseling & Development, 78, 162–171.

    Copyright of Journal of Counseling & Development is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.

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    **## ProfessionalismEthicsandValueBasedConflictsArticle1.html**

    #### Special Section:

    ##### DOI: 10.1002/j.1556-6676.2014.00138.x

    ## Professionalism, Ethics, and Value-Based Conflicts in Counseling

    ### Professionalism, Ethics, and Value-Based Conflicts in Counseling: An Introduction to the Special Section

    #### Perry C. Francis and Suzanne M. Dugger, Guest Editors

    This introduction to this special section of the Journal of Counseling & Development explores the importance of a code of ethics to the establishment and maintenance of a profession. Recognizing a code of ethics as a communication of a profession’s collective values and expectations, the editors of this special section acknowledge the dilemmas that arise when a counselor’s personal values do not align with the profession’s collective values. The authors of each article address value-based conflicts in counseling.

    Keywords: counselor training, ethics, litigation, religion, LGBT

    The primary purpose of a code of ethics, for any profession, is to establish norms and expectations for practitioners in order to collectively minimize the risk of harm to clients and the general public (Welfel, 2010). In a broader sense, a code of ethics is also a reflection of the profession’s collective values and moral principles. Indeed, the establishment of a code of ethics, which communicates a normative orientation to the service of others and a commitment to protect the welfare of clients, is considered the “hallmark of professionalism” (Gorman & Sandefur, 2011, p. 279). Promulgation of a code of ethics places the needs and interests of clients over and above the personal needs or values of any individual member of the profession (DeMitchell, Hebert, & Phan, 2013; Gor man & Sandefur, 2011). A code of ethics helps to ensure the primacy of client welfare by articulating a profession’s collective set of values and communicating standards of prac tice for all members of that profession. Because laws set the minimum standards of acceptable behavior, ethical standards often exceed the legal requirements articulated in federal and state laws (Corey, Corey, & Callanan, 2011). Entry into and continued association with a profession requires all of its practitioners to make a commitment that they will abide by the profession’s code of ethics and the profession’s collective values as reflected in that code.

    By all measures, counseling is a profession (Gorman & Sandefur, 2011). Counseling is a vocation that requires individuals to obtain specific, university-based training to acquire expertise in a specialized set of knowledge and skills; confers status and power upon its members; has an established national association through which it establishes a collective identity, communicates professional values, dis seminates scholarly research, and advocates for its members; and regulates itself through licensure and a code of ethics.

    Although counselors vary with regard to specializations and/or the settings in which they practice, they are united as a single profession through the American Counseling Associa tion (ACA). Through this umbrella association, counselors of varied specializations come together for the purposes of promoting a shared professional identity, protecting clients, and promulgating the ACA Code of Ethics (ACA, 2005) to which all members must adhere. In addition, many counselors join divisions within ACA, which are focused on more spe cialized areas of practice (e.g., college or school counseling) or shared goals or ideals (e.g., social justice). When these divisions have established their own code of ethics, those codes are designed to supplement, not supplant, the ACA Code of Ethics. As such, their members are responsible for adhering to those specialized ethical standards and the ACA

    Code of Ethics.

    ### Values and Expectations Communicated by the ACA Code of Ethics

    The collective values of the counseling profession are com municated in the ACA Code of Ethics (ACA, 2005). Included within these values and most relevant to this special section are the recognition of each client’s inherent worth and dignity; a respect for each client’s uniqueness, autonomy, and right

    Perry C. Francis and Suzanne M. Dugger, Department of Leadership and Counseling, Eastern Michigan University. Correspon dence concerning this article should be addressed to Perry C. Francis, Department of Leadership and Counseling, Eastern Michigan University, 135 Porter Building, Ypsilanti, MI 48197 (e-mail: pfrancis@emich.edu).

    #### © 2014 by the American Counseling Association. All rights reserved.

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    to self-determination; an honoring of human growth and development; and a respect for diversity within our clientele and a valuing of cultural competence in counselors. Related to the communication of these values, ACA (2005) also com municated expectations for professional behavior, stating “the primary responsibility of counselors is to respect the dignity and promote the welfare of clients” (Standard A.1.a.).

    Toward this goal, professional counselors are expected to conduct themselves in ways that demonstrate a genuine valuing of each client as a unique individual, that honor each client’s right to make choices in accordance with his or her own personal beliefs and standards, and that facilitate each client’s growth within a myriad of developmental domains (ACA, 2005, preamble). Professional counselors are also ex pected to constantly strive toward increased levels of cultural competence (Standard C.2.a.) and to avoid discriminatory practices with respect to a wide variety of cultural dimen sions (Standard C.5.). Indeed, competence as a professional counselor is contingent upon one’s ability to “embrace a cross-cultural approach in support of the worth, dignity, potential, and uniqueness of people within their social and cultural contexts” (ACA, 2005, preamble). In respecting the diversity of clients, professional counselors must be “aware of their own values, attitudes, beliefs, and behaviors and avoid imposing values” (ACA, 2005, Standard A.4.b.).

    ### Values, Power, and Potential for Harm

    In light of the prohibition against counselors imposing their values on clients, counselors should recognize the ways in which their personal values may be directly or indirectly communicated to clients and be aware of how the power differential that exists within each counseling relationship may result in the imposition of their values. Although most counselors understand that directly communicating their values to clients is unacceptable, concerted effort and con stant vigilance are necessary to avoid communicating their values indirectly. Without such vigilance, counselors may inadvertently communicate their personal values through nonverbal and extraverbal responses to client disclosures, by which client stories they focus on and which they avoid, by how convincingly they communicate caring and respect for a client, by which interventions they select, by the sug gestions they make or the homework they assign, and by their willingness to continue seeing a client. In such ways, counselors may intentionally or inadvertently communicate their personal values to their clients.

    Although communication of one’s own values within an equal, reciprocal relationship would not constitute an imposi tion of values, communication of one’s personal values within an unequal relationship with a vulnerable client can result in the imposition of values. Zinnbauer and Pargament (2000) showed that, when a counselor’s values are communicated during psychotherapy, clients demonstrate a tendency to move toward adopting those values. Factors likely to contrib ute to such influence include the power differential present within the counseling relationship, the counselor’s perceived expertise, and the client’s vulnerability. Individuals who are most vulnerable to this potential imposition of values include clients or students in any setting where the choice of a coun selor may be restricted (e.g., K–12 schools, small colleges and universities) or where professional services are limited to a handful of potential practitioners (e.g., clients in rural or underserved areas).

    To be sure, though, the potential for an abuse of power exists in every counseling relationship, and clients are vul nerable to undue influence and microaggressions that can occur when a counselor communicates any personal values that are contrary to those of the client (Sue, 2010; Zinnbauer & Pargament, 2000). When clients are struggling with issues about which they feel confused, conflicted, or ambivalent, even the most subtle communication of personal values has a likelihood of swaying a client to act in accordance with the counselor’s values rather than facilitating the client’s exploration of his or her own values. In this way, values can be imposed. Therefore, the expectation that counselors take special care in not imposing their values is especially impor tant in demonstrating respect for each client’s right to make choices in accordance with his or her own personal beliefs and standards and in avoiding discriminatory practices. In the absence of such restraint, counselors place clients at risk for harm in ways that may be blatant or subtle and rationalized as a means to providing the best care for the client (Shiles, 2009; Sue, 2010).

    ### Value Conflicts

    Although the ACA Code of Ethics (ACA, 2005) prescribes expectations for professional behavior, the ultimate hope is that each individual counselor will internalize the profession’s collective values. The preamble of the ACA Code of Ethics delineates this:

    Professional values are an important way of living out an ethical commitment. Values inform principles. Inherently held values that guide our behaviors or exceed prescribed behaviors are deeply ingrained in the counselor and developed out of personal dedication, rather than the mandatory requirement of an external organization. (ACA, 2005, preamble)

    Such internalization, however, does not always occur. This lack of internalization is most likely when there are areas of conflict between an individual’s personal values and the pro fession’s collective values as articulated by the ACA Code of Ethics (ACA, 2005). Such value conflicts are the focus of this special section. Specifically, this special section is designed to address the dilemmas that occur when an individual coun selor’s personal values conflict with the profession’s collective

    #### Introduction to the Special Section

    values as communicated in its code of ethics. At the heart of these dilemmas is the issue of how best to protect clients from harm that may result from counselors acting in accordance with their personal values and in violation of the collective values of the profession.

    ### Recent and Not-So-Recent Value Conflicts

    Recent court cases (i.e., Keeton v. Anderson-Wiley, 2010; Ward v. Wilbanks, 2009) challenged the profession about what to do when the personally held values of counselors are in conflict with the ACA Code of Ethics (ACA, 2005). The aformentioned court cases focused on a specific conflict between the personal values of some counselors and the collective values of the profession. Whereas the profession values diversity, prohibits discrimination on the basis of sexual orientation (and many other factors), and requires that “counselors gain knowledge, personal awareness, sensitivity, and skills pertinent to work ing with a diverse client population” (ACA, 2005, Standard C.2.a.), some counselors and counselors-in-training object to the idea of providing counseling services to nonheterosexual clients in any manner that could be mistaken for acceptance of their lifestyle. They contend that any requirement for them to do so is discriminatory against their constitutional right to practice in accordance with their religious beliefs. In contrast, the profession (via ACA) argued that communication of such beliefs reflects an imposition of one’s personal values and that a refusal to see nonheterosexual clients represents discrimination on the basis of sexual orientation (Ex. at Sep. 30, 2009; see also
    [http://www.counseling.org/resources/pdfs/](http://www.counseling.org/resources/pdfs/) EMUamicusbrief.pdf).

    Central to this dilemma for some counselors is a belief that the only ways to honor their personal and/or religious beliefs as counselors are by directly communicating one’s values to the client, refusing to discuss same-sex relation ships with clients, or implementing a policy of automatically referring nonheterosexual clients to other counselors. We respectfully disagree with this belief and offer a discussion of a much less recent dilemma to illustrate another pos sibility. Whereas sexual orientation and gay rights are the hot-button issues of the day that most frequently conflict with religious beliefs, a different issue caused similar con troversy in the 1960s. That decade was marked by the sexual revolution and an increasing level of societal acceptance of sexual activity outside of marriage. This issue, too, caused great consternation for people who held religious beliefs against such activity.

    One can easily imagine a counselor in 1965 feeling deeply conflicted when faced with a client engaged in sexual activ ity outside of marriage; the counselor’s conflict would have reflected religious beliefs that were opposed to such activity. If counselors also believed that the only way they could honor their religious convictions was to communicate their values to the client, refuse to discuss extramarital sexual relationships with clients, or implement a policy of automatically referring those clients to other counselors, how would this action have affected those clients? As it happens, Carl Rogers encountered just such a client, and his session with “Gloria” was recorded on a widely disseminated training video that is still used today (Shostrom, 1965) and is now available on YouTube.

    Although we do not know what religious beliefs Carl Rogers held or whether he experienced any value conflict when counseling Gloria, we do know that (a) Gloria revealed her participation in casual sexual relationships after her re cent divorce and (b) her counselor could have experienced a value conflict in this situation. In a particularly tender point in the session, Gloria expressed feeling guilty about engaging in these sexual relationships and guilty for lying to her daughter about it. When Gloria directly asked Carl Rogers what she should do, she was clearly vulnerable to an imposition of his values. Consider how the following possible responses—none of which were made by Carl Rogers—could have affected Gloria:

    – “This is your life and you can do as you like, but I believe that sex outside of marriage is a sin.”
    – “Your sexual relationships aren’t something I am comfortable discussing with you. What else would you like to talk about?”
    – “I know a great counselor across town who specializes in these issues, and I would like to refer you.”

    Our hope is that the potential harm that could befall Glo ria as a result of such responses is clearly evident. Already feeling guilty, Gloria was especially vulnerable to signs of disapproval or rejection. Carl Rogers’s actual response offered neither. Additionally, and very importantly, his response also did not communicate acceptance. Instead, he acknowledged hearing Gloria’s plea for advice about what to do and communicated that, although he wished he could tell her what she should do, this was a very personal deci sion that only she could make.

    For counselors facing any similar dilemma involving a conflict between their personal value system and the pro fession’s values, we suggest that this approach may offer a way to resolve the conflict. This nondirective approach does not violate the ACA Code of Ethics (ACA, 2005) and allows a counselor to honor personal religious beliefs. It simply does not involve communicating those beliefs to the client via direct statements; indirect, selective attention to topics; or referrals.

    ### Focus of the Special Section

    Each of the articles in this special section addresses the issue of value conflicts and explores means by which they might be

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    ![](https://www.sweetstudy.com/questions/article-review-20878277)

    reconciled. The section begins with three articles addressing the recent Ward v. Wilbanks (2009) court case. In the open ing article, Suzanne Dugger and Perry Francis describe the case and offer insights into the lessons learned. Next, ACA’s chief professional officer, David Kaplan, analyzes the ethi cal implications of the case and describes ACA’s position on the issues raised by this case. Then, Barbara Herlihy, Mary Hermann, and Leigh Greden explore the legal and ethical implications of using religious beliefs as the basis for refusing to counsel certain clients.

    The section then shifts from this narrow focus on the Ward v. Wilbanks (2009) case to a broader exploration of value-based conflicts within the counseling profession. In her article, Irene Ametrano addresses ways in which counselor educators can teach ethical decision making and help students reconcile their personal values with the profession’s values. Also addressing ways to prepare future counselors to deal with values conflicts, Joy Whitman and Markus Bidell’s article explores ways to bridge the gap between religious beliefs and affirmative counselor education. In the next article, Markus Bidell explores the experience of individual counselors expe riencing discord between their conservative religious beliefs and the expectation that they, as professional counselors, will not discriminate in offering positive regard to clients. Next, Michael Kocet and Barbara Herlihy reveal their newly developed model for ethical decision making. This model is focused on addressing value-based conflicts that may arise within a counseling relationship.

    Finally, this special section concludes with two articles dedicated to exploring the perspectives of various religions pertaining to sexual orientation and value conflicts. Richard Balkin, Richard Watts, and Saba Ali offer Jewish, Christian, and Muslim perspectives on the intersection of faith, race, and sexual orientation. In the final article, Devika Choudhuri and Kurt Kraus address ways in which Buddhist perspec tives may be useful in reconciling value conflicts that arise in counseling.

    ### References

    American Counseling Association. (2005). ACA code of ethics. Alex

    andria, VA: Author.

    Corey, G., Corey, M. S., & Callanan, P. (2011). Issues and ethics in the

    helping professions (8th ed.). Belmont, CA: Brooks/Cole.

    DeMitchell, T. A., Hebert, D. J., & Phan, L. T. (2013). The university curriculum and the constitution: Personal beliefs and professional ethics in graduate school counseling programs. Journal of College and University Law, 39, 303–344.

    Gorman, E. H., & Sandefur, R. L. (2011). “Golden Age,” quiescence, and revival: How the sociology of professionals became the student of knowledge-based work. Work and Occupation, 38, 275–302. Keeton v. Anderson-Wiley, No. 1:10-CV-00099-JRH-WLB, 733 F.

    Supp. 2d 1368 (S.D. Ga., Aug. 20, 2010).

    Shiles, M. (2009). Discriminatory referrals: Uncovering a potential ethical dilemma facing practitioners. Ethics & Behavior, 19, 142–155.

    Shostrom, E. L. (Producer). (1965). Three approaches to psychotherapy I [Video recording]. Corona Del Mar, CA: Psychological & Edu cational Films.

    Sue, D. W. (2010). Microaggressions in everyday life: Race, gender,

    and sexual orientation. Hoboken, NJ: Wiley.

    Ward v. Wilbanks, No. 09-CV-11237, Doc. 1 (E.D. Mich., Apr. 2, 2009). Welfel, E. R. (2010). Ethics in counseling and psychotherapy: Stan dards, research, and emerging issues (4th ed.). Belmont, CA: Brooks/Cole.

    Zinnbauer, B. J., & Pargament, K. I. (2000). Working with the sacred: Four approaches to religious and spiritual issues in counseling.

    Journal of Counseling & Development, 78, 162–171.

    Copyright of Journal of Counseling & Development is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.

    **attachment.epub**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/attachment-epub-10165183)

    **SocialJusticeandMulticulturalIssuesArticle1.html**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/socialjusticeandmulticulturalissuesarticle1-html)

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    APA Format

    Topic:  AHIMA Data Quality Management Model

    AHIMA competency:  l.2

    Apply AHIMA data quality management model characteristics to data collection (Figure 2.3, down below).

    —-address:  a) model functions

                          b)  characteristics of data quality (define, give examples, and importance)

    ![A diagram of data quality Description automatically generated](https://www.sweetstudy.com/questions/applied-sciences-health-information-technology-homework-apa-format-20878275)

    ## image1.jpeg

    **## CaseStudy1263.docx**

    APA Format

    Topic:  AHIMA Data Quality Management Model

    AHIMA competency:  l.2

    Apply AHIMA data quality management model characteristics to data collection (Figure 2.3, down below).

    —-address:  a) model functions

                          b)  characteristics of data quality (define, give examples, and importance)

    ![A diagram of data quality Description automatically generated](https://www.sweetstudy.com/questions/applied-sciences-health-information-technology-homework-apa-format-20878275)

    ## image1.jpeg