In all circumstances and at all times, HROs have an. But, at the end of the day-and every day-what we do, what we practice is where we make a difference. The principles outlined below apply to all monitoring activities covered by this Manual. We look to them to point us in the right direction, and they do. We form principles based upon our values to guide us toward right action. How do we live our values so that they shine through? How do we avoid being overwhelmed by complex situations and perceptions that question our interventions, making them appear manipulative and mean? How do we get helping right? The recipients of our assistance question our motives and our presence. Yet our actions do not always the have the effect we intended, sometimes with terrible consequences. ![]() We could not stand by and watch-or ignore-human suffering without offering a helping hand. Most of us would say that our values called us to this work. What are our motives? Why do we do this? How can we be so sure that what we do is right? We are right to be uncomfortable with this role and how it might be perceived, especially by those with whom we are working. The words signal a real concern about the audacity of intervening in other people’s lives, other people’s problems. Still another uses the term “busybodies”.Īll these terms are slightly self-deprecating, slightly unsure and anxious. Effective June 1, 2003, as amended 2010 PreamblePrinciple D 3 Principle A: Beneficence and Nonmaleficence Psychologists strive to benefit those with whom they work and take care to do no harm. Another friend calls us the “well-meaning interveners”. How do we describe ourselves? “Meddlers” is what one friend who has been meddling for several decades call us. This question carries special challenges for those who live their lives trying to help others. ![]() The wellbeing of the people we are trying to help must be the focus of our efforts to help them.
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