What the New Psychology Board Code of Conduct Is Quietly Changing for Practice Owners
- Disco Rodeo Group
- Jan 3
- 3 min read
Updated: Jan 6
Since the new Psychology Board Code of Conduct came into effect on 1st December, I have noticed the same quiet shift across conversations with psychology practice owners.
Not panic.
Not confusion.
A recalibration.
Most of the owners I work with were already ethical, thoughtful, and committed to safe practice. The Code did not suddenly change how they care for clients.
What it changed was where responsibility feels like it sits.
The Code Didn’t Create New Issues. It Exposed Old Ones.
The updated Code from the Psychology Board of Australia is often discussed in terms of compliance and boundaries.
But in practice, what it is surfacing is something more operational.
Many psychology practices have been relying on:
experience
goodwill
memory
informal norms
And that works, until it doesn’t.
AHPRA is not expecting flawless risk management. They are looking for evidence that risk is managed consistently and deliberately.
Risk cannot live in someone’s head.
It cannot rely on “we usually do…”.
It needs a process.
This is where psychology practice risk management becomes operational, not theoretical.
The Invisible Shift: From Clinician to Risk Holder
One of the biggest changes under the new Code is not procedural. It is psychological.
As a psychology practice owner, you are no longer just responsible for your own work.
You are holding responsibility for:
how risk is managed across a team
how work is delegated, supervised, and supported
how boundaries are communicated and upheld
how documentation stands up over time
how your practice shows up publicly
how decisions are escalated when something sits outside routine
Even when nothing has gone wrong, many owners are quietly asking: If this were reviewed, would our systems actually hold?
That question is not a sign of failure.
It is a sign of leadership maturity.
Where Psychology Practices Are Feeling the Pressure
Across practices of different sizes, the same pressure points keep emerging.
1. Risk That Lives in People, Not Systems
Many practices manage risk well, but informally.
The practices holding risk best now tend to have:
standard workflows for common risk scenarios
clear escalation steps when something falls outside routine
simple documentation prompts
systems that work on the worst day, not just the best
Clarity beats complexity every time.
This is not about adding layers. It is about removing ambiguity.
2. Communication and Availability Boundaries
The Code places renewed emphasis on clear professional boundaries, particularly around communication, availability, and scope.
This is not about more admin.
It is about:
reducing uncertainty
protecting clinician time
removing the pressure of managing expectations on the fly
Many psychology practices are now documenting:
communication channels
response timeframes
what is and is not considered urgent
scope of contact outside sessions
Clear boundaries support psychologist wellbeing and safer practice.
3. Documentation Systems, Not Documentation Volume
Most psychologists do not struggle with what to write in their notes.
They struggle with the system behind them.
With the updated Code placing stronger emphasis on psychology documentation requirements, clarity, consistency, and timeliness, structure matters more than ever.
The Code is not asking for more writing. It is nudging practices toward better-supported documentation workflows.
Systems that:
support clinical reasoning
reduce reliance on memory
fit real clinical days
protect evenings and recovery time
When structure supports notes, everything feels lighter.
Caseloads.
Admin.
Risk decisions.
4. Online Presence Is No Longer Separate
Social media and public visibility now sit clearly within professional boundaries for psychologists.
This has prompted many practice owners to pause and reassess:
what belongs online
how boundaries hold in public spaces
how comments and DMs are managed
how visibility influences team culture
Most psychologists were never taught how to navigate this. Hesitation and over-caution are understandable.
The goal is not a perfect online presence. It is one that is intentional, ethical, and aligned with your professional role.
This Is Not About Being More Restrictive
A common fear is that the Psychology Board Code of Conduct will make practice feel heavier or more constrained.
In reality, strong structure often creates relief.
Clear systems are not rigidity.They are what allow autonomy to exist safely.
They support safe, respectful, and culturally responsive care, without relying on constant vigilance from individuals.
The Code is not asking psychology practices to operate from fear. It is asking them to reduce ambiguity.
A Final Thought
If the new Code of Conduct has prompted you to quietly reassess your psychology practice management, that makes sense.
Most of the work happening right now in psychology practice compliance is not about reacting to risk.
It is about leadership.
And the strongest practices are doing this work calmly, deliberately, and well before anything feels urgent.
