Breaking Down Barriers: The Ethics and Urgency of Interprofessional Collaboration in Autism Care
Autism diagnoses are rising, with the CDC reporting that 1 in 44 children are now identified as being on the autism spectrum. As the number of individuals needing support grows, so does the demand for professionals who can work together to provide the best possible care. Collaboration among professionals like behavior analysts, speech-language pathologists (SLPs), occupational therapists (OTs), and educators isn't just helpful—it’s critical.
A recent article by Henderson, Ludden, and Romero (2023) in Behavior Analysis in Practice titled “The Ethical Obligations, Barriers, and Solutions for Interprofessional Collaboration in the Treatment of Autistic Individuals” brings attention to the ethical need for collaboration, the barriers that stand in the way, and what we can do about them. This blog post breaks down their findings and provides simple, actionable steps for behavior analysts and allied professionals.
Why Collaboration in Autism Treatment Matters
Clients deserve unified care, not conflicting interventions. That's where collaboration comes in. There are three main types of collaborative models:
- Multidisciplinary – Professionals work side by side but independently.
- Interdisciplinary – Team members coordinate care and align goals.
- Transdisciplinary – Roles and responsibilities cross boundaries to create a seamless plan.
When collaboration is effective, the benefits are clear:
- Treatment outcomes improve
- Goals become holistic and client-centered
- Conflicting recommendations are reduced or avoided
Together, behavior analysts, psychologists, SLPs, educators, PTs, OTs, and medical experts can support the whole individual—not just isolated behaviors.
Collaboration as an Ethical Responsibility
The Behavior Analyst Certification Board (BACB) Ethics Code (2020) doesn't treat collaboration as optional.
Key codes related to collaboration include:
- 1.05 – Practice within your competence
- 2.10 – Collaborate with colleagues to serve clients
- 3.06 – Consult with professionals when necessary
- 2.01 – Provide effective treatment
- 3.16 – Plan smooth transitions of services
Behavior analysts are expected to know when to stay in their lane—and when to join the team. Importantly, when sharing client information, informed consent is a must.
Building Collaborative Competence
How can behavior analysts build strong collaboration skills? According to the authors and prior research:
- Graduate programs – Look for interprofessional education or electives in allied fields.
- Professional development – Attend workshops or CEU offerings geared toward team-based care.
- Supervised experience – Seek or create opportunities for co-treatment or mentorship.
- Cross-training – Shadow professionals in other disciplines to build empathy and knowledge.
Studies support this approach. For example, Brodhead (2015) emphasized ethical behavior in collaboration, while White et al. (2018) found interprofessional coaching to be highly effective.
Top 10 Barriers to Teamwork
Despite good intentions, collaboration often fails due to these common obstacles:
- Heavy caseloads and lack of time
- No regular team planning sessions
- Conflicting treatment philosophies
- Overuse of discipline-specific jargon
- Resistance to non-ABA approaches
- Outdated ethics codes before 2020 updates
- Lack of shared client-centered goals
- Mismatches in research methods or data standards
- Power imbalances across professions
- Different standards of accountability (certification vs. licensure)
Recognizing these barriers is the first step. Overcoming them is the next.
10 Strategies That Work
Here’s what experts recommend to break down collaboration barriers:
- Shared language – Use terms all team members understand
- Multiple communication tools – Email, secure messaging, shared documents
- Scheduled planning meetings – Make collaboration a planned event
- Cross-professional learning – Hold lunch-and-learns or attend each other's events
- Practice humility – Be open about what you don’t know
- Respect each role – Acknowledge and invite diverse perspectives
- Use ethical frameworks – Align with shared codes or guidelines
- Flexible leadership – Let the task define the leader, not the title
- Document decisions together – Use joint notes or care plans
- Track collaborative outcomes – Use shared metrics and goals
Traits of a Strong Team
Bronstein (2003) and Mellin et al. (2010) highlight several key features of effective teams:
- Trust among all members
- Shared ownership of goals
- Clear role definitions
- Joint decision-making
- Emotional and professional support
When teams build these traits over time, they become more than a group—they become a unit with a shared purpose.
Tools to Evaluate Your Team
Want to know how your team is functioning? Try these tools:
- Index of Interdisciplinary Collaboration (IIC)
- IITC-ESMH for school-based teams
- Team Process Assessment (TPA)
- Shared goal-setting checklists
- Peer collaboration evaluations
- Case review templates
- Self-assessment checklists
- Shared philosophy exercises
- Feedback loops involving all roles
- Adherence checklists like Bowman et al. (2021)
Who Should Take the Lead?
Behavior Analysts:
- Join interdisciplinary CEU workshops
- Build cross-field relationships in your community
- Add collaboration goals to your annual PD plan
Educators and University Leaders:
- Require interprofessional coursework
- Partner with psychology, OT, or speech departments
- Offer shared practicum placements
Students:
- Take elective courses in related disciplines
- Volunteer or shadow professionals from other fields
- Ask for collaborative experiences during supervision
Looking Ahead: Research Needs
There’s still a lot we don’t know. Future research should explore:
- Behavior analysts’ views on team-based care
- Long-term effects of collaboration training
- Client outcomes from team care vs. siloed care
- Virtual collaboration challenges
- Cross-discipline supervision models
- Parent satisfaction with integrated services
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Conclusion
Effective collaboration is no longer a nice-to-have—it’s a must. The BACB ethics code now reflects the reality that clients don’t exist in silos. As Travis Brett Henderson, Brian James Ludden, and Regilda A. Romero (2023) explain, ethical, timely, and thoughtful collaboration improves treatment and upholds professional standards.
When behavior analysts break down silos, they build better outcomes, stronger teams, and credibility across disciplines.
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Call to Action
Whether you're a BCBA, professor, student, or team leader—invest in your ability to collaborate. Start small, stay open, and stay ethical. Your clients deserve nothing less than a unified team working in their best interest.
🧠 Read the full article: Henderson, T. B., Ludden, B. J., & Romero, R. A. (2023). The Ethical Obligations, Barriers, and Solutions for Interprofessional Collaboration in the Treatment of Autistic Individuals. Behavior Analysis in Practice, 16, 963–976. DOI: https://doi.org/10.1007/s40617-023-00787-z
