It is very difficult to think the unthinkable of colleagues and I often wonder would I recognise it? I think we all like to assume that we are working with people who motivations are good.
But over a 30 yr career I have come across people whose intentions were bad. Not on a ll scale. And at the time they were abusing they were thought of highly and pillars of the community. Even when convicted there were people who couldn’t believe the wrongdoing and thought ot was false allegations. All I can say is that when he was convicted I understood that he had made me feel uncomfortable but o could never have identified why. I suspect there may be a few of ll colleagues who feel that way. Whether they ever go to the press is another matter.
as for the NHS. I’ve had the misfortune to work in a failing trust. When mid staffs came out I remember worrying how would I react if something like that was going on in my trust. 2 years later my trust was being folded and the subject of an enquiry. There was a general toxic leadership culture. Very difficult to put your finger on when you know no different. I suspect it’s a case of when not if for the next scandal.
in the midst of all this there is the CQC. Imo they are not fit for purpose. There is a culture of aiming to gain outstanding on cqc ( common across trusts) and it is smoke and mirrors. A trust can be rated as requires improvement in safety but rated outstanding in well led. How a trust can be well led but unsafe baffles me. Until the toxic yes culture is rooted out, nothing will improve. That goes to the heart of government and Whitehall however. So I have no hope this will ever happen. From what little I know of the details of the complaints against executives I would argue that this toxic cqc passing culture and inability to take on bad news is what blinded them from taking action.