Episode Summary

In this episode, we unpack Cicero’s (2021) article on behavioral ethics. Rather than reviewing code points, we explore the functional contingencies that shape ethical and unethical behavior—and what we can do to promote ethical decision-making in real ABA environments.

Episode at a Glance (00:00 – 14:30)

• 00:00 – Welcome & episode intro
• 01:00 – Why this topic matters now
• 02:00 – Ethics beyond black-and-white code compliance
• 04:00 – Key Concept 1: Self-serving bias
• 06:30 – Key Concept 2: Incrementalism & shaping
• 08:00 – Key Concept 3: Framing effects
• 09:00 – Key Concept 4: Conformity bias
• 10:00 – Key Concept 5: Overconfidence bias
• 12:30 – Organizational strategies
• 14:00 – Wrap-up & next episode preview

Why This Episode Matters to Me

Over the last few months, I’ve seen real ethical dilemmas: fraudulent billing, RBT protocol noncompliance, unethical pressures from admin. These prompted me to dig deeper—and Cicero’s article helped me reframe how we teach, analyze, and reinforce ethical behavior in behavior analysis.

Key Concepts from Cicero (2021)

1. Self-Serving Bias

Ethical actions often lack reinforcement. Unethical shortcuts (e.g., clocking out early) are reinforced with time savings or less hassle. We must arrange reinforcers for ethical behavior if we want it to persist.

2. Incrementalism & Habituation

Small ethical lapses compound over time. Like shaping, these micro-violations reinforce tolerance for unethical practices. Catch and correct the small stuff early.

3. Framing Effects

The language we use influences decisions. “Noncompliant parent” vs. “family with barriers” can shape how teams respond. Scan for loaded language in documentation and team meetings.

4. Conformity Bias

Group norms are powerful. New hires learn from behavior, not policies. A single ethical voice can be drowned out unless group-wide programming (e.g., Stoffer, 2020) reinforces prosocial behavior.

5. Overconfidence Bias

Most of us believe we’re ethical—even when we’re not. Clear discriminative stimuli and red flags are needed to help us catch creeping risk (e.g., dual relationships, billing rationalizations).

Organizational Strategies for Reinforcing Ethics

• Use reinforcement (praise, CEUs) to reward ethical acts
• Model and role-play gray-area scenarios
• Create shared definitions of “ethical” across the team
• Audit the environment for cues that promote shortcuts

Actionable Takeaways

1. Read Cicero (2021) in JABA—especially the 12-step decision tree
2. Audit your ethical environment:
   • Where are unreinforced ethical behaviors?
   • Where is biased language used?
   • Where do subcultures shape norms?
3. Reinforce ethical behavior:
   • Shout-outs in team meetings
   • Small rewards for note accuracy or transparency
4. Create “red flag” checklists and train teams on warning signs
5. Teach about cognitive bias (framing, overconfidence) in CEUs

Research & Resources Mentioned

• Cicero, F. R. (2021). Behavioral Ethics: Ethical Practice Is More Than Memorizing Compliance Codes. JABA, 54(1), 123–142.
• Behavior Analyst Certification Board. (2022). Professional and Ethical Compliance Code for Behavior Analysts.
• Stoffer, J. (2020). Prosocial Programming [CEU]. CEU Streamline.
• Hayes, S. C., et al. (1998). The Behavior Analyst, 21(1), 45–62.
• Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.

Final Thoughts

Ethics in ABA requires more than memorizing codes—it demands reinforcement planning, functional analysis, and systems-level strategy. I hope this episode sparked deeper thinking and helps you engineer environments where ethical conduct is the default, not the exception.

Next up: the Enhanced Choice Model. Until then, keep learning, keep modeling, and keep building better behavior analysis—one decision at a time.