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Vet Comp Orthop Traumatol 2026; 39(02): iii-iv
DOI: 10.1055/a-2773-4735
Editorial

Second Victim Syndrome: Recognising the Impact of Complications on the Well-Being of Veterinary Surgeons

Authors

  • Toby Gemmill

    1   Willows Referral Service, Solihull, United Kingdom
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Toby Gemmill, BVSc, MVM, DECVS, DSAS(Orth), FRCVS

As surgeons, we all have to manage complications, but although we are used to discussing clinical solutions for our patients how many of us are comfortable to acknowledge the emotions we or our teams may feel at these times?

As most of us will be aware, work-related stress is not uncommon amongst healthcare professionals. In a UK National Health Service survey in 2020, 44% of human healthcare workers reported illness due to work-related stress[1]; an RCVS veterinary healthcare worker survey in 2024 revealed that 92% of respondents found their work stressful (www.rcvs.org.uk). From a wider perspective, stress can be seen as an imbalance between pressure we experience and our resilience, or our ability to cope or even thrive with pressure; this resilience can vary between individuals, and for an individual can vary depending on time or other circumstances. Therefore, solutions to managing stress can focus on reducing or optimising pressure, or building resilience. Work-related stress is a major contributor to absenteeism and burnout, and consequently can have significant institutional or organisational repercussions as well as impacting individuals.

Second victim syndrome (SVS) refers to the emotional and psychological distress that can be experienced by healthcare professionals following involvement with unanticipated patient adverse events or medical errors.[2] For surgeons who are often perfectionists and serial over-achievers, it is well recognized that SVS can be encountered following surgical complications. SVS can be a significant contributor to work-related stress and can lead to anxiety, intrusive thoughts and imposter syndrome as well as physical symptoms such as eating disorders, sleep deprivation, and exhaustion. In turn, these psychological and physical symptoms can lead to consideration of a change of role or career and even suicidal thoughts.[3] SVS can also lead to defensive medical practice for future patients, which can diminish quality of healthcare and increase costs.

Awareness of SVS has grown in recent years and the syndrome is well documented in human healthcare.[4] [5] To date, analogous experiences in the veterinary field have been less frequently investigated or reported.[6] [7] In human healthcare increasing awareness of SVS, adoption of an open culture and psychological safety, and proactive provision of informal and formal support services can assist healthcare professionals dealing with SVS.[8] As well as reducing the detrimental impact of SVS and building resilience at an individual and institutional level, this can lead to improved healthcare for future patients as complications can be viewed as catalysts for quality improvement.

While recognizing an urgent need for further research into SVS in the veterinary field, it is likely that measures instigated in human healthcare could be similarly helpful for veterinary surgeons, albeit it is also important to recognize that different individuals may find some measures more helpful than others, and other individuals may find certain measures actively unhelpful. Nonetheless, it is probable that increasing awareness of SVS and creation of workplace cultures where, should they wish to, veterinary surgeons and technicians are comfortable to discuss how they feel and how they can cope rather than “toughing it out” in silence, will be beneficial.

Looking to the future, when we are faced with patient complications perhaps it is time to look beyond clinical solutions and also consider how we can support our own well-being and that of our colleagues, helping each other to thrive rather than just cope. Rather than triggering blame and self-doubt, patient complications could be seen as an opportunity for quality improvement, both clinically and professionally, which in turn could lead better outcomes for ourselves, our teams, and our patients.



Publication History

Article published online:
06 March 2026

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