bloodnsplinters t1_j0gnnsh wrote

That's great to hear! I personally feel that the lack of compassion starts at Whitehall and rolls down the hill, ending with a HCA on a 12hr shift, getting yelled at, who then passes the hurt onto the patient.

I'll always remember how one of the Winterbourne view HCAs who was convicted, was voted "most caring" at school, had lots of St John's ambulance experience, wanted to go into nursing. She probably didn't start out abusive, but got there in stages.

What might those stages be? ( Maybe lack of service direction / exhaustion /boredom / suggestiblity?)

It would seem more efficient to start as close to thr top of the pyramid as you can reach (less NHSE /ICB senior leaders to reach, than front line staff).


bloodnsplinters t1_j0giczs wrote

I think compassionate staff are more able to do their job when supported by compassionate management and commissioners. Shouldn't any compassion intervention be applied systematically through the service? Else you risk a "compassion gap", already present ( imo) between patient facing staff and their non-patient facing management structures.

This reminds me of the resilience training for front line staff. I worry that this scapegoated staff capacity, rather than address unreasonable expectations by their managers and commissioners.

Tldr: Don't mistake a symptom for the disease.