<2>Managing Hospital Practice: A Journey from Clinical Failings to Clinical Excellence
<3>The Bristol Heart Scandal: A Catalyst for Change
The Bristol heart scandal, which I was a part of as a whistleblower, highlighted the need for a change in how patient safety failings and NHS clinical negligence claims are tackled. The scandal led to a top-heavy, management-led focus on healthcare adverse events, which ultimately alienated clinicians and tarnished the concept of clinical governance. Assessments carried out 10 years after the adoption of clinical governance and patient safety initiatives showed a failure to affect the adverse events they set out to eliminate. This led to a rise in legal costs, further exacerbating the problem.
<3>The Need for Clinician Engagement
The concept of “clinician engagement” was proposed for Victoria, Australia, after a rural hospital maternity scandal. This approach focused on ideas around agenda setting, informing, involving, and empowering clinicians. By engaging clinicians in the decision-making process, we can create a culture of safety and excellence within hospitals.
<3>From Clinical Failings to Clinical Excellence
Managing hospital practice requires a comprehensive approach that addresses the root causes of clinical failings. This involves developing a culture of safety, transparency, and accountability. By engaging clinicians and empowering