Ethics,Violence, and Counseling: Hear No Evil,See No Evil,Speak No Evil?

Situations involving violence directed either at a client or by a client pose ethical and legal dilemmas for the mental health professional. The authors present information concerning both ethical and legal aspects of violence as they relate to client welfare, dangerousness, confidentiality or duty to warn, and counselor violence. In certain situations, case material is used to illustrate both the ethical standards and the laws and statutes that provide directives for professional behavior.     

Developing Moral Responsibleness Through Professional Education

Suggesting that a technical or means orientation prevails in the professional preparation and practice of counselors, the authors state that more attention must be given to development of critical reflectiveness about valued ends when making professional judgments. They describe an instructional model designed to further students' capacities and motivations for making rational moral judgments in counseling. Instructional strategies involving independent-learning modules, critique, and dialogue are used to promote reflection on self and examination of moral questions. A pretest-posttest evaluation of a 10-week application of the teaching model found significant student gains in moral sensitivity.     

On the difficulty of distinguishing “good” and “poor” perceivers: A social relations analysis of empathic accuracy data

Two studies were conducted to explore the reasons why replicable individual‐difference correlates of empathic accuracy have proved so difficult to find. In Study 1, we examined sources of variance in empathic accuracy data using the Social Relations Model (Kenny, 1988, 1994; Kenny & Albright, 1987; Malloy & Kenny, 1986). The results revealed substantial perceiver variance only in the type of research design in which a relatively large set of individual perceivers inferred the thoughts and feelings of the same set of target persons. In Study 2, we found evidence that even in this apparently optimal type of research design, the significant individual‐difference correlates of empathic accuracy were fewer and subject to more unexpected qualifications than the results of Davis and Kraus's (1997) meta‐analysis would suggest. So far, the “best candidate” predictor of empathic accuracy appears to be verbal intelligence, but it remains to be seen whether it and two other recently proposed predictors of interpersonal accuracy will survive the test of replicability.     

THE ROLE OF AFFECT AND LEADERSHIP DURING ORGANIZATIONAL CHANGE

Based on multilevel data collected at 2 points in time, we examine the role of employees’ affective experiences in shaping their commitment and behavioral responses to both the initial (Time 1) and later (Time 2) phases of organizational change (12 months later). We also test the cross‐level effect of workgroup managers’ transformational leadership on their employees’ responses to change. We find strong support for predicted longitudinal relationships between employees’ affective experiences and their commitment and behavioral responses to change. In particular, employees’ positive and negative affect (NA) at Time 1 significantly predict both their commitment to change and the 3 dimensions (supportive, resistant, and creative) of behavioral responses at Time 2. Further, the effects of NA directly influence employee change commitment and behaviors at Time 2, whereas the long‐term effects of positive affect occur both directly and indirectly through commitment to change at Time 1. Finally, our results support the hypothesized role of workgroup managers’ transformational leadership in shaping employees’ affective reactions and commitment to change at the initial phase of change and thereby, their subsequent behavioral responses in the later phase. We discuss the implications for theory and practice in organizational change.