Why Complaints Matter

Complaints are signals that something has not met expectations. When handled well, they protect patients, improve services, and strengthen trust in optical care. When handled poorly, they can damage confidence and escalate to regulators or the media. ^[2][3][1]

Safety, trust, and Standard 18

Under General Optical Council (GOC) Standard 18, registrants respond to complaints fairly and effectively. In practice, this can mean listening without defensiveness, acknowledging promptly, and resolving proportionately. It also involves recording facts, learning from themes, and closing the loop with the complainant. ^[1][4]

Complaints as clinical safety work

Many complaints contain a safety clue: unclear instructions, rushed explanations, or a handover gap. ^[4][2]

The first contact can be treated as a chance to de-escalate and understand need.^[5]

It can help to separate emotion (how the person feels) from problem (what went wrong) so that both are addressed. ^[6]

Roles, settings, and expectations

Every role has a part to play.

• Reception often acknowledges first contact
• Clinicians clarify clinical points
• Managers coordinate timelines and responses

Independent practices, multiples, and NHS services all benefit from clear routes, timeframes, and escalation options. Locums and new starters need the same induction and access to policies as the core team. ^[1][5]

Communication that works under pressure

Calm, plain language supports dignity when situations feel strained. Offering a private space for sensitive matters can reduce tension. It can help to explain what will happen next and when the person will hear back - and then to keep that promise. If a delay arises, updating before the deadline helps maintain trust. ^[6][5]

• Helpful habits: thanking the person for raising the concern; avoiding blame language; summarising what you heard; agreeing a next step with a date and named contact. ^[6]

Proportionate remedies

Fair outcomes can range from an explanation or apology to rework, replacement, or refund. Clinical matters may also warrant a review, referral, or updated advice. Where systems have contributed, it helps to record a service action with a named owner and review date. ^[6][4]

Accountability without bureaucracy

Short, factual records usually work best: who, what, when, where, and why the decision was made. Files should be stored securely as personal data and shared only with those who need to know. Linking learning to training, templates, or layouts makes change more visible at the point of care. ^[1][4]

Culture that invites feedback

People are more likely to speak up when routes are clear and welcoming.

Displaying how to complain and how compliments are handled can encourage openness.

Teams may also invite short comments after visits and sample recordings for tone and clarity. Thanking staff who raise near-misses helps prevention, reduces formal complaints, and protects time for care. ^[3][4]

Practical checklist: 

• prepared script for reception first contact
• acknowledgement template with timelines
• investigation checklist; learning log that names the change, the owner, and the review date. ^[5]

References (numbered in text) Why we include references

1. Standards of practice for optometrists and dispensing opticians — General Optical Council (General Optical Council) Find (opens in a new tab)
2. Cathal Doyle; Laura Lennox; Derek Bell. A systematic review of evidence on the links between patient experience and clinical safety and effectiveness. BMJ Open, 2013. Find (opens in a new tab)
3. Making Complaints Count: Supporting complaints handling in the NHS and UK Government Departments — Parliamentary and Health Service Ombudsman, 15 July 2020. Find (opens in a new tab)
4. Capturing and reporting on learning from complaints — Parliamentary and Health Service Ombudsman Find (opens in a new tab)
5. Model complaint handling procedure for NHS services in England / NHS Complaint Standards — Parliamentary and Health Service Ombudsman Find (opens in a new tab)
6. Openness and honesty when things go wrong: The professional duty of candour — General Medical Council; published 29 June 2015 (updated 15 March 2022; 13 December 2024). Find (opens in a new tab)