12 THE ELEMENTS OF ETHICS TAKING THE HIGH GROUND 13 Avoid cronies and "yes people." Seek competent and trustworthy col- leagues who have a reputation for propriety and wisdom. Ask for un- compromising forthrightness in the evaluation of your work. Finally, don't forget that excellent peer-review relationships are a two-way street. When the need arises, be sure to reciprocate the favor with honest evaluations of your colleagues' work. When colleagues ask for your opinion—whether it is about their conduct, decisions, or work products—take their request seriously, respect confidentiality, never disseminate their ideas or findings without their consent, and, by all means, tell the truth and pull no punches. Just as you expect your colleagues to pull you back from the ethical edges with timely warnings and clear criticism, be sure to offer equally constructive criticism when it is your turn. Remember that only honest feedback is helpful. Key Components • Deepen professional accountability by arranging peer review of your work. • Retain colleagues and experts with a reputation for wisdom and confidentiality. • Identify defensiveness and evasion as warning signs that peer re- view is needed. • Take collegialfredback seriously, and use it to avoid ethical trans- gressions while improving the quality ofyour work. • Reciprocate peer reviews with honest and confidentialfeedback to colleagues. 5 Present Your Credentials and Services Accurately As a psychotherapist and popular speaker, Shaun frequently found himself , having to clarify the exact nature of his credentials and temper others' un- realistic claims about his services. On the eve ofa major workshop to be con- ductedfor more than 1,000 mental health professionals, Shaun discovered that the promotional materials made reference to his 'doctorate in psychol- ogy" and the 'nearly miraculous" efficacy of his therapy approach for nearly any psychological problem. When the event organizer rejIsed Shaun's re- quest to reprint the promotional materials, Shaun began his presentation by making a public disclaimer. He told the audience that he held a master's de- gree, not a doctorate, and that the research evidence supported his therapeu- tic approach for certain disorders under certain conditions—not for all clinical problems. Several participants in the workshop already knew the realfacts about Shaun's education and research. On the workshop evalua- tions, these individuals indicated that Shaun's unwavering integrity and clear commitment to truth in advertising had inspired them just as much as the content he presented. Recall this embarrassing fiasco: In 2001, Notre Dame named George O'Leary as the university's new head coach of its storied football program. For O'Leary, who had been eminently success- ful as a coach and admired by fans, the appointment was the crowning opportunity of his career. His dream, though, quickly became a nightmare. Five d.