These answers draw in part from “WIBA 2023 Invited Speaker: From Competition to Cooperation to Community; Using the Core Principles of our Ethics Code as our Compass” by Tiki Fiol, MS, 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 →Competition becomes an ethical concern when it leads practitioners and organizations to prioritize business interests over client welfare. When recruitment wars disrupt client care through high turnover, when marketing claims mislead families, when referrals are withheld to retain revenue, or when jargon is used to establish credibility rather than to communicate clearly, competitive dynamics directly conflict with the core principles of the Ethics Code. The concern is not with competition itself but with the behaviors it can evoke when market pressures override professional values.
Technical jargon can create significant barriers for families navigating the ABA service system. When providers use specialized terminology in marketing materials, intake conversations, and treatment discussions, families may feel confused, excluded, or unable to make informed decisions about their care. Jargon can also create a power imbalance that inhibits families from asking questions, expressing concerns, or participating meaningfully in treatment planning. For families already overwhelmed by the process of seeking services, impenetrable language adds an unnecessary layer of difficulty.
Several Ethics Code elements are relevant. Code 6.01 prohibits false or misleading public statements about services, qualifications, and outcomes. Code 2.11 addresses informed consent, which requires information to be presented in a way clients can understand. Core Principle 2, treating others with compassion, dignity, and respect, applies to all professional communication. Core Principle 4, being truthful, requires honesty in all professional representations. Together, these elements create a comprehensive framework for ethical public communication that prioritizes clarity, accuracy, and accessibility.
Effective translation involves identifying the essential meaning of a concept and expressing it in language the audience understands, while being willing to provide the technical term alongside the plain-language explanation when precision matters. For example, instead of saying we are using an extinction procedure, you might say we are going to stop responding to this behavior in the way we have been, which is technically called extinction. This approach preserves precision while ensuring comprehension. Regular practice with non-specialist audiences builds fluency in accessible communication.
Organizational leaders set the tone for how their staff engages with the broader professional community. Leaders who model cooperation, speak respectfully about competitors, encourage cross-organizational collaboration, and align incentive structures with ethical practice create cultures where community building is valued. Conversely, leaders who frame the marketplace in adversarial terms, reward competitive behavior that compromises ethics, or discourage staff from engaging with practitioners at other organizations reinforce competitive dynamics that harm the profession.
Competitive recruitment affects service quality through several mechanisms. High turnover disrupts therapeutic relationships and continuity of care. Organizations competing on compensation alone may attract practitioners motivated by financial incentives rather than clinical commitment. Pressure to fill positions quickly can lead to inadequate vetting of candidates. Recruitment bonuses and sign-on incentives may encourage job hopping that destabilizes both organizations and the clients they serve. The overall effect is a workforce that is more transient and potentially less committed to long-term client outcomes.
Comparative marketing requires careful ethical consideration. Behavior analysts may accurately describe the features, qualifications, and evidence base of their services. However, claims that disparage competitors, make unsupported comparisons, or imply superiority without evidence are ethically problematic under Code 6.01 and Core Principle 4. Rather than positioning services against competitors, ethical marketing focuses on accurately describing what is offered, providing evidence for claims made, and helping potential clients make informed decisions based on their specific needs and circumstances.
Building a professional community involves concrete actions such as participating in cross-organizational professional development events, sharing resources and knowledge freely, maintaining referral networks that include practitioners from other organizations, speaking about competitors with respect, and collaborating on advocacy efforts that benefit the profession as a whole. It also involves supporting newer practitioners regardless of their organizational affiliation, contributing to professional associations, and creating informal networks where practitioners can seek consultation without competitive concerns influencing the interaction.
When organizational pressure conflicts with ethical obligations, behavior analysts should first identify the specific code elements and principles at issue. Document concerns in writing and raise them through appropriate organizational channels, proposing ethical alternatives to the problematic practices. Seek peer consultation from trusted colleagues outside the organization. If organizational practices clearly violate the Ethics Code and internal advocacy fails, behavior analysts may need to consider whether they can continue in that environment while maintaining their ethical obligations. The Ethics Code obligations apply to individual practitioners regardless of organizational policy.
Public perception is shaped by every interaction families and stakeholders have with behavior analysts and ABA organizations. Aggressive marketing, jargon-heavy communication, competitive disparagement of other providers, and high staff turnover all contribute to a perception of ABA as a commercial industry rather than a helping profession. When the public sees providers fighting over market share rather than collaborating to serve communities, trust erodes. This erosion affects not just individual organizations but the entire field's ability to attract clients, secure funding, and maintain public support for evidence-based services.
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WIBA 2023 Invited Speaker: From Competition to Cooperation to Community; Using the Core Principles of our Ethics Code as our Compass — Tiki Fiol · 1 BACB Ethics CEUs · $19.99
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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.