MeatMachine said:
Having read that, I don't doubt for a second that you are/were a hiring manager. I totally understand your line of thinking, and it is one of the major reasons why I was so miserable in the U.S. Air Force. As with both college->working profession and basic training/tech school->duty station, the first thing everyone told me is "forget everything you learned, it's worthless".
I the Air Force, I was routinely told to violate the rules drilled into my head since being a depper. "Cover your ass" and "get it done before the deadline" were not mutually exclusive, and "get it done before the deadline" almost always took priority over doing things by the book. Shortcuts were made, tools were improvised, and steps were glossed over with little concern.
The first industrial accident that happened, the Airman First Class who simply acclimated to these demands was blamed.
I never accepted these things, and always followed the Technical Orders like religious scripture. Everyone hated working with me, and I didn't find out until later that the reason why wasn't only because I was slow and inefficient, but because I couldn't be shit-canned for agreeing to these practices along with everyone else if they were ever dragged into light.
Standing on principles is NEVER beneficial for the person doing them, regardless of whether those principles deviate from job demands or insist on them. I'm currently in the stage of figuring out just how this understanding fits into the social work profession.
... Hmm, you're kinda right there. Taking a stand on principle is thought of poorly, and there are certain reasons for that. Lots of people will take a stand on principle only once everything's gone to crap. They'll get annoyed enough at the situation that they finally say something - and they're not too happy when they do so, and taking a stand on principle does involve certain costs
anyway... and so, consequently, the result is less than might be hoped for.
But living a life of principle is, I think, what saves you. Not in some abstract moral sense but in a pragmatic sense. It can make life a heck of a lot easier.
For example, imagine if you had a principle that went, "I'm not going to have a discussion with anyone who shouts at me."
You don't need to be hostile about it, but just imagine, whenever someone starts shouting at you:
"Okay, I'm not going to have a discussion with you when you're shouting at me, I don't think that's going to let us come to a good agreement. We'll have to pick this up later. Bye."
And you turn away from them and walk away, if they try to call you back you just wave over your shoulder, as if you've seen someone in the distance.
Is that the only way to handle people who shout at you? No, there are ways to try to de-escalate it first. But if you've got something like that... it helps. IME they, usually, start to learn that the sort of behaviour they engage in does not get them what they want, you don't have all that bad-feeling of having a barney with them.
There are costs in the short-term. Yeah, you don't get to give them a piece of your mind, yeah they might get their feathers a bit ruffled. However, the trend is good, and if you practice it consistently it doesn't need to be some big shout-y confrontation where you take a stand. It can be some light, ?Hey, dude, this isn't working out right now. Catch you later and we can pick it up then.?
And that's a principle.
Making this specific to your question - which I'll try to summarise - I think was more or less:
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How do I reconcile the social theory of my college and the rules of my professional organisation surrounding protected characteristics?
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What does your professional organisation require you to do?
NASW Code of Ethics said:
4.02 Discrimination
Social workers should not practice, condone, facilitate, or collaborate with any form of discrimination on the basis of race, ethnicity, national origin, color, sex, sexual orientation, gender identity or expression, age, marital status, political belief, religion, immigration status, or mental or physical disability.
Now the first thing to pick up there is that it's all negative. 'Should not.' Well, phrased in a principle that's fairly easy
'I will not'
What're you doing as a social worker? Well, most of it's going to be talking
'I will not discuss'
And there are a set of characteristics there that are protected
'I will not discuss protected characteristics'
You'll have to sometimes because those characteristics can reflect what options are open to someone and how likely they are to select them.
'I will not discuss protected characteristics other than as they are factually relevant to the case'
How might you implement that?
"These fucking polish people coming in and take all our warehouse jobs. Fuckers live fifteen to a flat, that's why no-one can make a fucking living. Cunts."
I might pause for a bit here and if they stop on the first offence, so to speak, just go on with my earlier point... but on the assumption they're about to launch into something at greater length:
"Okay sir, I'm not going to discuss that with you. This is a professional relationship and I'm interested in what you and I can do together to help with..."
And then you move on with the conversation so they can't start it up again. You don't have to be rude about it, you don't have to make a big song and dance out of it. Indeed, the more casual you can make the statement the better - it's almost an idle 'Hey, not gonna get into that.'
Does it have short-term costs? Sure, no doubt about it. (So, quite frankly, would trying to change their mind - and I don't much fancy your chances of that.)
But you haven't practised discrimination, you haven't condoned it, you haven't facilitated it, you haven't collaborated with it. You've just said, 'Hey, I'm not gonna talk about that. Let's get on with what we're here for.' (And in all honesty getting on with what you're there for will rapidly become your primary concern anyway - you simply won't have time to listen to racist rant #57 of the week.)
Does it conflict with what your college's social theory test suggests? No, not really. Not by the terms of the test at least (there might be a huge gotcha lurking somewhere in the rest of the dross - I've better things to do with my afternoon than read it.) To be a non-racist white America you need to:
question 12 said:
Understand the self as a racial/cultural being
Be aware of socio-political influences regarding racism
Appreciate racial/cultural diversity
Become more committed to eradicating oppression
The only one of those that might be relevant in that situation is #4. And that's not an infinite duty. Being more committed to eradicating oppression does not require that you fight that particular fight in every instance in every context regardless of whether it can be won and regardless of the profit of doing so. - (And even then it only applies if you agree with the IAP system. Just because it's in a test doesn't mean you have to internalise it.)
Even under an interpretation that you are required to eradicate oppression in a practice setting, as an absolute and even with respect to clients, the principle would cover you there to a degree. If someone learns that their behaviour doesn't work, perhaps even works against them getting what they want... that's all to the good on that point.
I wouldn't phrase it this way usually, but if you shut someone down when they start their racist rants and don't drop them after a short span of time without your offering them a positive response, that meets point 4.
MeatMachine said:
I somewhat take back what I said in the prior paragraph: yes, I was insistent about following procedures, but I did so because I took them
absolutely seriously and
absolutely literally. In this regard, I was wholly unconcerned about other issues, relevant or not. Based on some of what I've said in this thread, particularly my earlier posts which you quote, I can see why you think I'd be the kind of employee who'd obstinately stand on principles and "not leave [my] politics at the door"; in a kind of backwards way, I would be. For example, The NASW Code of Ethics's 4th set of ethical standards includes prohibiting the use of discrimination in a practice setting:
NASW Code of Ethics said:
4.02 Discrimination
Social workers should not practice, condone, facilitate, or collaborate with any form of discrimination on the basis of race, ethnicity, national origin, color, sex, sexual orientation, gender identity or expression, age, marital status, political belief, religion, immigration status, or mental or physical disability.
In this regard, I am taught
not to discriminate against my clients based on a number of individual factors, most of which are ascribed human traits.
If, then, I go back and look at the models of identity development mentioned earlier, how exactly am I supposed to refrain from practicing discrimination in a practice setting if I am being taught that my white clients are racist? Would it be discrimination to presume that they are somewhere within the earlier stages of those identity development models (e.g. racist), and tailor my approach around circumventing or supplanting negative beliefs I presume them to have?
There's a couple of things there, one of which is that you shouldn't swallow every bit of dross someone tries to teach you. It's a kinda no shit statement, but you're free not to believe something that's in a test.
The larger one is that if you treat people differently based on
your perception of their mind-state, that's going to mess you up on a bunch of issues, not just this one. You can't see inside someone else's head. You can only see and address behaviours and the results thereof.
Now you might have a guess at what's going on inside someone's head. That's fine. Just recognise you don't know. If your guess predicts behaviours that you don't like, then you can pick them up on them when the behaviour occurs. In the given case by moving the conversation onto something else.
But you're not their priest, you're not their counsellor, you're not their conscience.
That's not the job, (thank god.)
MeatMachine said:
I see how these things are supposed to piece together, and I see how they are supposed to reinforce each other; social worker professionals are encouraged to refer to these concepts when taking an approach and making decisions, but at what point does a contradiction in them inevitably lead me to perform some kind of violation of principle? Hell, even acknowledging that models of identity development include negative preconceptions about certain identities could technically fall under the violation of "condoning a form of discrimination on the basis of race" in a professional environment.
Everyone tells me that I frequently overthink these kinds of things. I think everyone who tells me this has never been in a situation where they needed a lawyer.
Nah, I don't think you're overthinking it. I think you might lack the basis of experience to draw accurate conclusions.
At the bare minimum you need not to break the law, you need to meet the professional rules to be reasonably sure of not getting fired, (though in all honesty it's not hard to fire someone if you really wanted to regardless of whether they follow the rules or not.) But how you work around that, what principles you create for yourself, and what you choose to believe, is to a large extent your business. If you're talking about behaviours in your cases when you're making a decision, if you've got the documentation to back yourself up, that's a very hard thing for anyone to disagree with.
Ironically, if you're talking about the sort of identity development stuff in IAP, that'd be easy to disagree with - at least in organisations I've worked with (other side of the pond and all.) I can imagine a review meeting where someone brought that sort of stuff up to justify their decisions.
'I did this to make him less racist.'
'Okay, how do you know he was racist and why is it relevant to the case?'
'Well, he was white and poorly educated. IAP implies that he's not high on the non-racist development.'
I might not pick you up on it there and then, because that sort of feedback's a bad thing to do in public. But at the other end:
"Hey, can I give you some feedback?" (In other news I love manager tools, so useful for so many years ^_^) "When you justify your decisions with something that you've assumed about their state of mind, rather than behaviours that we can point to, it exposes the entire organisation to legal risk and makes me doubt the basis of your decisions. Can you change that next time?"
MeatMachine said:
This is where I get confused about a social worker's priorities. As far as ethical quandaries go, social work is a goddamn minefield when these priorities overlap or conflict. On one hand, an empirical approach to solving a client's problem is easily backed up with research or policy; on the other hand, everything I'm being taught tells me to value and consider less-demonstrable factors stacked against my clients. The more I have to cover my ass, the less effectively I can do my job, and the better I do my job in this particular way, the worse I'll be at covering the already difficult task of retaining a humanist attitude as a public servant for those already mistreated by every other system.
Unless I really am overthinking it at this point. Like the military though, I'm being told that so long as I justify my behavior/approach to the NASW Code of Ethics, I'll be fine. Here's to hoping it's true, in this case.
It's fine to consider those other things, but what's going to make a difference is whether you can apply those to your clients. I mean say it's true that group X gets poorer attainment at school because of a less stable home life - on average. How does that change how you're going to behave towards them vs someone who hasn't been so affected?
You've gotta listen to them, you've gotta take their expressed preferences into account - it doesn't really matter what the basis of that preference is once it's there, but you need to account for it. When they don't manifest a required behaviour you've got to have a conversation with them to make some attempt at finding out why and see whether there's any behaviour you can encourage to address that.
Will you phrase some things differently based on knowledge about someone's background? Sure, you might hedge differently. Might you offer a reassurance somewhere that you wouldn't otherwise? Yeah, maybe.
But unless you can tell me how it's going to make a difference to your clinical decisions 'value and consider' verges on being fluff.
MeatMachine said:
Yeah, again, this sounds like an attempt at reassuring me I shouldn't take every aspect as seriously as I do. According to both you AND my time in the service, you're probably right - unless I change the way I think, I'm going to end up nearly suicidal after 3 years.
You should totally take those aspects seriously. Think seriously about it, decide whether you accept or reject it, decide how if at all it reflects your principles. And decide how you're going to accommodate that - if you have to do so at all.
Wandering into it blindly isn't going to do you any favours.
You can't take everything seriously all at the same time though. You'll just break. Once you have tools that allow you to deal with general situations, you can start applying those tools to address other problems - so it's usually a good idea to start there first.
MeatMachine said:
I agree that that is the reality of my situation, and the better I come to terms with it, the better off I'll be.
Or if the tests upset you that much? Well, chances are this is not the field for you.
Nah, the test question doesn't undermine my determination to be a social worker - now, I'm convinced the biggest threat to that is the proposed state of mind necessary for me to succeed.
Heh. Will you do things from time to time you don't approve of or agree with? Probably. That's part of being part of any organisation. It doesn't have to cost you your soul though. Taking something seriously, perhaps making some functional adjustments to that, and just accepting it as gospel are two entirely different things.
I mean heck, one of my professional principles is just 'Boss's decision wins on any issue you're not at peace with being fired over.'
Not his or her
opinion mind you, it's fine to disagree professionally. But once a decision has clearly been come to, the discussion is over. All the professionals are on board with it - whether they agree with it or not.
If my boss keeps on making bad calls it's demoralising - I'm not saying it isn't. That's probably a good sign to go find a more competent boss, or a different industry if it keeps on being demoralising across several. But at least for myself, it's when you can't stand there and say 'I followed a principle that made sense to me in terms of its overall effect on my life and the situations I want to be part of, in the same situation I'd do the same thing again because that's what the principle says makes sense.' That you're really in trouble.