Perioperative practice
then subjected to incivility in the workplace – it adds to a bucket that’s already full and over spills; it’s another trigger. So, please try and bear that in mind.” The panel acknowledged that it can be difficult when uncivil behaviour is encountered from a manager. However, they advised that there is a whistle blowing policy; Freedom to Speak Up champions within the department can help and there is support available. Sometimes it is necessary to go above your manager, in order to challenge these behaviours. Oliver Tierney went on to discuss how the
goal of the Behaviours Charter is to ensure that it doesn’t simply become a ‘piece of paper gathering dust on a shelf’: “It’s designed to give you key tenets on how your culture should be, but it’s not simply that; it is a tool that can be used to teach – every part of the charter can be broken down into teaching modules that you can roll out,” he commented. Practical strategies for embedding the
Charter include: l Incorporating the Charter into staff inductions and mandatory training
l Reflecting on Charter principles during team huddles and debriefs
l Recognising and rewarding positive behaviours aligned with the Charter
l Using the Charter in conflict resolution and performance reviews
l Encouraging staff to ‘check in’ with each other about wellbeing and morale
Will Windsor called on managers in the room to start embedding the Behaviours Charter into their appraisal systems. Equally, junior staff should insist on having something around civil behaviours added as part of their objectives within their appraisal. “What you need to realise is – as a
profession – you don’t need permission to do this, and you don’t need a budget. You can get a team around you for something like this. You can launch it and teach it, and slowly but surely, more people will come to your side.” During the conference, every attendee
was invited to formally sign up to the Charter. By committing to the Charter, perioperative practitioners are choosing to lead with integrity, champion inclusion, and prioritise both patient and staff wellbeing. You can find out more by visiting,
https://www.afpp.org.uk/ about/afpp-behaviours-charter/.
Safety culture Paul Wheeler, senior lecturer at Buckinghamshire New University, provided an insight into the causative factors leading to perioperative never events – i.e. serious,
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SHAPING THE FUTURE OF DIAGNOSTICS - TOGETHER! October 2025 I
www.clinicalservicesjournal.com 19
preventable incidents that should never occur. The incidents that are outlined on the ‘never events list’ all have systems in place to stop them from occurring. However, despite preventative measures and guidelines, the rate of these events – specifically wrong-site surgery, retained foreign objects, and wrong prosthesis – has not decreased over the past decade. Around 350 perioperative never events occur each year. “Why is this still happening? That’s what we
need to think about – what can we do to stop this carrying on?” he commented, adding that theatre teams account for 80% of the never events, in the hospital setting. He asked the audience to use the Mentimeter
App to respond to a survey, which asked ‘what never events have you been involved in?’ Thirty- one members of the audience said they had
been involved in wrong site surgery, 37 said they had been involved in an incident involving a ‘retained foreign object’, while 15 said they had experienced an event involving a wrong implant/ prosthesis. Delegates were asked to respond on the App what they thought had been the causative factors. Among the answers included: l Hierarchy l Being rushed l Pressure l Overbooked list l Negligence l Communication barriers/failures/ poor use of language
l Not doing the WHO checklist l Distraction l Surgical arrogance l Lack of standard operating procedures
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