These answers draw in part from “AM Workshop: Think-Say-Do: Modern Day Ethical Problem Solving for Today's Behavior Analyst” by Landria Seals Green, SLP-BCBA (BehaviorLive), and extend it with peer-reviewed research from our library of 27,900+ ABA research articles. Clinical framing, BACB ethics code references, and cross-links below are synthesized by Behaviorist Book Club.
View the original presentation →The Think-Say-Do framework is a structured approach to ethical problem solving that recognizes the multi-dimensional nature of ethical action. Think refers to the analytical process of identifying ethical dimensions, consulting relevant guidelines, and evaluating possible courses of action. Say refers to the communication component, addressing how the practitioner articulates their ethical reasoning to stakeholders. Do refers to the implementation of the chosen action, framed as a multi-dimensional act that considers impact on consumers, organizations, and the broader professional community. The framework moves beyond simple right-or-wrong categorization to help practitioners discriminate between excellent, unsavory, and good enough ethical practices, reflecting the complexity of real-world ethical decision-making.
Excellent ethical practices represent the ideal course of action where all ethical principles are fully honored, stakeholder interests are optimally balanced, and the outcome maximally serves the client's welfare. Unsavory practices are technically permissible but carry ethical risks, compromise certain values, or produce outcomes that feel problematic even if they do not violate specific ethical codes. Good enough practices satisfy ethical requirements and protect client welfare without reaching the ideal, typically because practical constraints such as resources, organizational limitations, or competing obligations prevent the excellent option. Developing the ability to discriminate between these categories is essential because real-world practice frequently presents situations where the excellent option is not available and the practitioner must determine whether an available option is good enough or unsavory.
Ethical problem solving frameworks apply to everyday situations by providing structure for analysis and decision-making in routine challenges, not just dramatic ethical crises. Common everyday ethical situations include deciding how to respond when a caregiver implements an unauthorized intervention, navigating requests from insurance companies to modify treatment intensity, managing dual relationships in small communities, handling disagreements with other professionals about intervention approaches, addressing staff who resist implementing protocols, and balancing caseload demands with quality of service. By applying a systematic framework to these routine situations, practitioners make more thoughtful decisions, communicate their reasoning more effectively, and build the ethical reasoning skills needed for the rare but consequential major ethical dilemmas.
Improving ethical sensitivity requires both knowledge and practice. Develop thorough familiarity with the BACB Ethics Code (2022) so that you can recognize when a situation implicates specific ethical principles. Read case studies and ethical scenario analyses published in behavior analytic journals and professional development materials. Participate in ethics-focused training and peer consultation groups where you can practice analyzing situations and receive feedback on your reasoning. When reviewing cases in supervision, explicitly identify the ethical dimensions alongside the clinical dimensions. Develop the habit of asking yourself a set of standard questions when evaluating any clinical situation: Who could be harmed? What principles are at stake? Are there competing obligations? What are the potential consequences of different actions? Over time, this practice builds a more refined ethical awareness that operates automatically in daily work.
When organizational practices conflict with ethical obligations, begin by clarifying the specific nature of the conflict. Identify which ethical codes are implicated and gather evidence that demonstrates the misalignment. Approach the appropriate decision-maker, typically your supervisor or organizational leadership, with a clear description of the concern, the relevant ethical codes, and a proposed solution. Present the issue constructively rather than accusatorially. If the initial conversation does not resolve the issue, escalate through appropriate channels within the organization. Document all communications related to the ethical concern. If the organization cannot or will not address the issue and client welfare is at risk, you may need to consult with the BACB's ethics department, seek legal counsel, or consider whether you can continue working within the organization in good conscience. Code 1.04 of the BACB Ethics Code supports your obligation to maintain integrity even when doing so is difficult.
The Say component recognizes that ethical decisions are implemented through communication and that how something is communicated can be as consequential as what is decided. Many ethical situations deteriorate not because the wrong decision was made but because the decision was communicated poorly. A BCBA who identifies a valid ethical concern but raises it in a confrontational, accusatory, or poorly timed manner may provoke defensiveness and resistance rather than positive change. The Say component encourages practitioners to plan their communication strategically: choosing the right audience, setting, timing, and framing for their ethical reasoning. It also encompasses listening, asking questions to understand stakeholder perspectives, and engaging in dialogue rather than delivering pronouncements. Effective ethical communication builds trust, promotes collaboration, and increases the likelihood that ethical decisions will be accepted and implemented.
Situations without a clearly right answer are more common than ethical training typically acknowledges, and navigating them is a core professional competency. Start by acknowledging the ambiguity rather than forcing the situation into a false binary. Apply the Think-Say-Do framework to systematically analyze the situation, considering all relevant ethical principles and stakeholder perspectives. Evaluate available options using the excellent, unsavory, and good enough categories, recognizing that the best available option may be imperfect. Seek consultation from trusted colleagues or supervisors, as diverse perspectives often reveal considerations you may have overlooked. Document your reasoning process so that your decision-making can be reviewed and defended if necessary. After acting, monitor outcomes and be prepared to adjust your approach based on what you learn. Ethical maturity includes the ability to act decisively under uncertainty while remaining open to new information.
While the BACB Ethics Code (2022) does not use the term problem solving explicitly, the entire framework of the Code presupposes that practitioners will engage in active reasoning about how to apply ethical principles to specific situations. The Code provides principles and standards rather than step-by-step instructions for every possible scenario, requiring practitioners to exercise judgment in applying these principles to the unique circumstances they encounter. Code 1.04 requires integrity in professional behavior, which includes the intellectual honesty of engaging with ethical complexity rather than avoiding it. Code 1.05 requires professional competence, which encompasses the competence to reason through ethical challenges. Code 2.01 requires acting in the client's best interest, which often requires careful problem solving when multiple parties have competing needs. The Code thus establishes the obligation to engage in ethical problem solving as a fundamental professional skill.
Peer consultation supports ethical decision-making by providing diverse perspectives, reducing the isolation that can lead to poor decisions, and creating accountability for ethical reasoning. When you discuss an ethical dilemma with colleagues, they may identify considerations you have overlooked, challenge assumptions you have not examined, and offer alternative courses of action you have not considered. Peer consultation also provides emotional support during difficult situations, reducing the stress that can impair judgment. To maximize the benefit, establish regular peer consultation meetings rather than waiting for crises. Create ground rules for the group including confidentiality, respectful disagreement, and a focus on the reasoning process rather than just the outcome. Present situations completely and honestly, including your own uncertainties and potential biases. Use the group's input to refine your analysis and decision-making rather than simply seeking validation for a course of action you have already chosen.
The multi-dimensional nature of Do recognizes that ethical actions have impacts across multiple domains simultaneously. When a behavior analyst takes action to resolve an ethical situation, that action affects the client or consumer, the organization, colleagues, the supervisory relationship, the family, the broader profession, and the practitioner themselves. A decision that protects a client may create tension with an employer. An action that upholds professional standards may strain a colleague relationship. The Do framework encourages practitioners to consider all of these dimensions before acting and to plan for the consequences across each domain. This does not mean paralysis or inaction but rather informed action that anticipates and prepares for the full range of impacts. It also means recognizing that the best action in one dimension may create challenges in another, and being prepared to manage those secondary effects.
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AM Workshop: Think-Say-Do: Modern Day Ethical Problem Solving for Today's Behavior Analyst — Landria Seals Green · 3 BACB Ethics CEUs · $150
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279 research articles with practitioner takeaways
258 research articles with practitioner takeaways
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All behavior-analytic intervention is individualized. The information on this page is for educational purposes and does not constitute clinical advice. Treatment decisions should be informed by the best available published research, individualized assessment, and obtained with the informed consent of the client or their legal guardian. Behavior analysts are responsible for practicing within the boundaries of their competence and adhering to the BACB Ethics Code for Behavior Analysts.