Apologising Appropriately

A sincere apology often sits at the centre of candour. It recognises harm or risk, validates experience, and signals a commitment to putting things right without resorting to rehearsed legalisms.^[3]

What makes an apology effective

Timely apologies are usually most helpful. Plain speech, ownership of the organisation's part, and avoidance of conditional language ("if" or "but") make a difference. Tailoring the apology to the person's experience-clinical impact, practical disruption, or distress-goes beyond process.^[4]

In UK jurisdictions, an apology is not itself an admission of legal liability.

^[2]

Clinicians can feel comfortable expressing regret while documenting facts carefully. Where litigation risk is possible, early indemnity advice supports proportionate wording without diluting humanity.^[7]

• Core elements: an explicit "I'm sorry"; a brief factual description; recognition of impact; immediate actions taken; what will change.^[3]
• Follow-through: written confirmation; a practical remedy (for example, a remake or expedited referral); a scheduled review to check the fix worked.^[1]

Avoiding common pitfalls

Rushed apologies can feel perfunctory. For example, saying sorry quickly at a busy reception desk may feel dismissive, while choosing a quiet setting with enough time for questions is more supportive. Speculation about blame or intent usually adds confusion; focusing on what occurred and what will be done keeps the discussion constructive. ^[5]

Wording that undermines sincerity

Phrases that negate sincerity ("I'm sorry you feel that way") are generally unhelpful. Alternatives such as "I'm sorry this happened and for the impact on you," followed by concrete steps, tend to land better. Over-promising also creates risk, so commitments match what can be delivered, with ownership and dates recorded. ^[5]

Support and closure

Support is often part of repair. Practical help - for example, a letter to an employer explaining absence - and signposting to counselling or patient groups may be offered, based on preference. The conversation usually ends with how to make contact and when the next update will arrive, and the written plan is made accessible to the team so messages stay consistent. ^[5][1]

References (numbered in text) Why we include references

1. The professional duty of candour — General Optical Council Find (opens in a new tab)
2. Regulation 20: Duty of candour — Care Quality Commission Find (opens in a new tab)
3. Openness and honesty when things go wrong: The professional duty of candour — General Medical Council Find (opens in a new tab)
4. Saying sorry (leaflet): Saying sorry meaningfully when things go wrong — NHS Resolution Find (opens in a new tab)
5. Providing a remedy / Dos and don’ts of making a meaningful apology — Parliamentary and Health Service Ombudsman Find (opens in a new tab)
6. Apologies and Medical Error — Jennifer K Robbennolt. Clinical Orthopaedics and Related Research. 2008 Find (opens in a new tab)
7. Apologies in medicine: Legal protection is not enough — Stuart McLennan; Leigh E Rich; Robert D Truog. CMAJ. 2015 Find (opens in a new tab)