7) The therapist sb,ould prepare for the meeting so that he or she can maintain a sense of calm -1I'n~ confidence, even in the face of the colleague's potentially intense reactions. It is helpful for the therapist to assume as nonthreatening a stance as possible, avoiding righteousness, and a moralistic approach. For example, the therapist may expression concern or confusion and ask for clarification on the problem, allowing the colleague ample time to offer an explanation for his or her behavior (Koocher & Keith-Spiegel, 1998).
8) The tone of the conversation should be both constructive and educative. The therapist may attempt to establish a partnership with the colleague so that they may confront the situation together. The therapist should avoid a vertical, accusatory or judgmental posture (Koocher & Keith-Spiegel, 1998).
9) The therapist should describe his or her ethical responsibiiities in the situation, and should be prepared to state his or her concerns for the ethical standards that have been violated, if necessary. Directness, openness and honesty are important, and the therapist should not attempt to trick the colleague into an admission or to play detective (Koocher & Keith-Spiegel, 1998).
10) The therapist should assess his or her relationship with the colleague. Is the colleague a subordinate or superior, a friend or an adversary, or someone the therapist knows well or not at all? The approach taken with the colleague is often directly related to the nature of the existing relationship, or lack thereof.