Part one of this series looked at how to think about making mistakes, and how to not let the fear of mistakes stop us from extending ourselves. But what do we do when what we fear happens? When you’ve done something, or didn’t do something, and the outcome for your patient has not been good.
Luckily, we have decades of research – from both the medical and veterinary worlds – to learn from.
Some of the findings may run counter to our first instincts of damage control and self-preservation, but the recommendations about an ideal course of action are all pretty consistent:
Take care of the patient
Your first priority needs to be to implement a plan of action that will minimise the damage caused by the adverse event and takes care of the patient’s immediate needs.
Take care of yourself
Start by speaking to someone. Tell a trusted colleague who can look at the situation objectively.
A third party can help you put the event in perspective and assist in formulating a plan of action at a time when your emotional response may be hindering the clear-headed thinking required. Get clarity on what the real implications of the situation may be, and what you could do about it.
Ask yourself: what is the worst possible outcome that can come from this? What will the day-to-day practical implications be? What will this event look like to me one year from now? Will I be okay?
Then ask yourself: is there anything I can do now to prevent this worst-case scenario?
Speak to your insurer of local defence society
Insurers and defence societies will be able to guide you through the process, and tell you what you should and shouldn’t say. Equally as importantly, they will reassure you, if the worst comes to the worst, you have a fallback.
Find the facts
It is critical you are very clear on the events that led to the undesired outcome.
Some of these situations can be complicated – but do everything you can to determine whether what has happened was a preventable situation that occurred because of some error on the part of the team, or just an unintended consequence that came about despite everyone acting in a way most vets would have.
If the facts are not immediately clear, assure the client you are investigating the incident and that you will report the findings to him or her – and be sure to keep this promise.
Speak to the client
Without a doubt, for most of us, dealing with the client is the hardest part of managing mistakes.
Research shows the right approach can minimise the risk of litigation, reduce the chances the client will leave your practice, reduce the amount of any potential financial ramifications, and that it’s possible to strengthen the trust and loyalty the client has to the practice.
Learn from it
When the dust has settled, it’s important the events leading up to an unwanted outcome are evaluated with honesty. Making mistakes is acceptable, but failing to learn from your mistakes is not.
Was the thinking that led to the decision-making process flawed, or was it a failure in instituting the plan? What needs to change?
You owe it to the client, your patients and yourself.
- Part three will look at how to best approach the client and what to say to him or her.
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