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A
framework for breaking bad news ·
set up
appointment as soon as possible ·
allow enough
uninterrupted time; if seen in surgery, ensure no interruptions ·
use a
comfortable, familiar environment ·
invite spouse,
relative, friend, as appropriate ·
be adequately
prepared re clinical situation, records, patient’s background ·
doctor to put
aside own “baggage” and personal feelings wherever possible Beginning the
session / setting the scene ·
summarise where
things have got to date, check
with the patient ·
discover what
has happened since last seen ·
calibrate how
the patient is thinking/feeling ·
negotiate
agenda ·
assess the
patient’s understanding first: what the patient already knows, is thinking
or has been told ·
gauge how much
the patient wishes to know [1] ·
give warning
first that difficult information coming e.g. "I'm afraid we have some
work to do...." "I'm afraid it looks more serious than we had
hoped...." ·
give basic
information, simply and honestly; repeat important points ·
relate your
explanation to the patient’s framework ·
do not give too
much information too early; don’t pussyfoot but do not overwhelm ·
give
information in small “chunks”; categorise information giving ·
watch the pace,
check repeatedly for understanding and feelings as you proceed ·
use language
carefully with regard given to the patient's intelligence, reactions,
emotions: avoid jargon ·
read the
non-verbal clues; face/body language, silences, tears ·
allow for
“shut down” (when patient turns off and stops listening) and then give
time and space: allow possible denial ·
keep pausing to
give patient opportunity to ask questions ·
gauge
patient’s need for further information as you go and give more information
as requested, i.e. listen to the patient's wishes as patients vary greatly in
their needs ·
encourage
expression of feelings, give early permission for them to be expressed: i.e.
“how does that news leave you feeling”, “I’m sorry that was difficult
for you”, “you seem upset by that” ·
respond to
patient’s feelings and predicament with acceptance, empathy and concern ·
check
patient’s previous knowledge about information given ·
specifically
elicit all the patient’s concerns ·
check
understanding of information given ("would you like to run through what
are you going to tell your wife?") ·
be aware of
unshared meanings (i.e. what cancer means for the patient compared with
what it means for the physician) ·
do not be
afraid to show emotion or distress Planning and support ·
having
identified all the patient’s specific concerns, offer specific help by
breaking down overwhelming feelings into manageable concerns, prioritising and
distinguishing the fixable from the unfixable ·
identify a plan
for what is to happen next ·
give a broad
time frame for what may lie ahead ·
give hope
tempered with realism (“preparing for the worst and hoping for the best”) ·
ally yourself
with the patient (“we can work on this together
...between us”) i.e. co-partnership with the patient / advocate of
the patient ·
emphasise the
quality of life ·
safety net Follow up and
closing
·
summarise and
check with patient ·
don't rush the
patient to treatment ·
set up early
further appointment, offer telephone calls etc. ·
identify
support systems; involve relatives and friends ·
offer to
see/tell spouse or others ·
make written
materials available This
framework for “breaking bad news” is based on a number of people’s work: Brod
et al, 1986; Maguire and Faulkner, 1988; Sanson-Fisher, 1992, Buckman, 1994;
Cushing and Jones 1995). From Silverman J.,
Kurtz S.M., Draper J. (1998)
Skills for Communicating with Patients. Radcliffe Medical Press
Oxford Brod T.M., Cohen M.M., Weinstock E. (1986) Cancer disclosure: communicating the diagnosis to patients - a videotape. Medcom, Inc. Garden Grove CA. Buckman R. (1994) How to break bad news: a guide for health care professionals. Papermac, London Cushing A.M., Jones A. (1995) Evaluation of a breaking bad news course for medical students. Medic al Education. 29: 430-35 Maguire P., Faulkner A. (1988) Improve the counselling skills of doctors and nurses in cancer care BMJ 297, 847-849 Sanson Fisher (1992) How to break bad news to cancer patients. An interactional skills manual for interns. The Professional Education and Training Committee of the New South Wales Cancer Council and the Postgraduate Medical Council of NSW Australia, Kings Cross, NSW Australia
[1] various authors make different recommendations about how this task should be accomplished. Buckman suggests a direct preliminary question such as “if this condition turns out to be something serious, are you the type of person who likes to know exactly what is going on?”. Maguire suggests a hierarchy of euphemisms for the bad news, pausing after each to gain the patient’s reaction. Other authors suggest making a more direct start to giving the news after a warning shot and gauging how to proceed as you go: they argue that patients who wish to use denial mechanisms will still be able to blank out what they do not want to hear |
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