1.3 Explain why individuals and others may be reluctant to raise comments or concerns or make complaints

This guide will help you answer 1.3 Explain why individuals and others may be reluctant to raise comments or concerns or make complaints.

People often hesitate to speak up about problems or dissatisfaction in care settings. There are many reasons for this reluctance. This applies to service users, their family members, friends, advocates, and even staff. Understanding these reasons helps you as a manager or leader to address barriers and support a more open culture.

In this guide, we cover some of reasons people may be unwilling to raise issues or submit complaints.

Fear of Retribution or Negative Consequences

One main reason people stay silent is fear. Individuals might worry that complaining will lead to negative consequences. For instance:

• Service users may believe their care will get worse if they complain.
• Staff members may fear disciplinary action, bullying, or being ignored if they raise issues about colleagues or management.
• Family members or advocates may worry that staff will withdraw support or care for their loved one less well.

This fear can be greater in settings where people feel powerless or completely dependent on caregivers. Vulnerable adults, whose support is essential for daily living, may feel they cannot risk upsetting those who look after them.

Example

A resident in a care home notices rough treatment during bathing and wants to mention it. She worries the same staff may retaliate or be less gentle in future. The risk of embarrassment or suffering is too high, so she stays quiet.

Lack of Awareness or Understanding of How to Raise Concerns

Some people do not know how to make a comment, raise a concern or make a complaint. This can be caused by:

• Not being told about the complaints process
• Complicated forms or long procedures
• Unclear information or instructions

If information is not displayed or explained in a way people understand, or if people do not see it during induction or visits, they are much less likely to speak up.

Example

A new member of staff sees unsafe practice but is unsure who to report it to or how. The process was not mentioned in her induction, so she says nothing.

Poor Communication and Language Barriers

Many care settings support people from different backgrounds who may not speak English well. Others may have communication difficulties due to disability, sensory loss, illness, or learning disabilities.

Barriers include:

• Forms, policies, or notices not available in large print, braille, Makaton, or alternative languages
• Lack of interpreters or translation services
• Staff not trained in communication support

People may not complain simply because they cannot express their concerns clearly or access the right channels.

Example

An older adult who speaks little English uses gestures to try and get help, but no one understands. He cannot explain what happened or complete the forms in English.

Lack of Trust in the System

If people believe the complaints procedure does not work, they are likely to keep quiet. Reasons for a lack of trust include:

• Past experience of complaints being ignored, dismissed, or dealt with poorly
• Belief that change will not happen
• Perception that management does not care

Without confidence that concerns will be taken seriously, people see little point in making the effort.

Example

A worker flagged poor quality food before, but nothing changed. She believes management is not interested and does not bother raising the issue again.

Fear of Being Labelled a Troublemaker

Some individuals worry that raising issues may affect their reputation. They may be called complainers or difficult, or feel that others will avoid them. This fear is common in smaller organisations or settings with a strong team culture.

Staff may not want to be seen as disloyal or negative. Service users and their families may fear social isolation within the care setting or community.

Example

A relative wants to complain about staff rudeness but is afraid it will affect how other residents or families see her. She does not want to cause conflict or awkwardness, so she lets it go.

Apathy or Low Expectations

Sometimes, people are used to poor standards and believe nothing can be achieved. This can happen if someone has had repeated bad experiences in care settings before.

Low expectations mean people may not recognise poor practice, or they may accept poor care as ‘normal’ and not realise they can or should raise issues. There can be a sense of hopelessness or resignation.

Example

A service user accepts cold meals and basic care as unavoidable. She believes staff are too busy to do better and does not expect improvement, so she does not complain.

Wish Not to Cause Trouble or Upset Others

Many people are reluctant to complain because they do not want to disturb staff, create extra work, or upset anyone. They may worry about damaging good relationships. This is especially likely in long-term care situations where people rely on and value positive interactions with staff.

Example

A person with dementia relies on a key worker who is very kind. When small issues arise, she refuses to complain ‘in case it gets him into trouble’.

Cultural or Generational Attitudes

Culture shapes how people view complaints. In some cultures or older generations, complaining is considered rude, disrespectful, or shameful. There may be a norm to accept what is given and not question authority.

This can also play out in who people expect to solve problems. Some will try to cope on their own rather than ask for outside help.

Example

A man from a background where elders are respected does not feel comfortable challenging younger carers, even when mistakes happen.

Not Wanting to Jeopardise Services

Those who receive local authority funded care or discretionary support may fear that complaining could mean losing access. They worry the funding panel or care provider will view them as ungrateful. This sense of insecurity can be very strong, especially for people without other options or family support.

Example

A woman relies on council-funded home care. She does not mention rushed visits, as she fears her package could be reduced.

Personal or Psychological Barriers

Some barriers are psychological. These include:

• Low confidence or assertiveness
• Cognitive impairment (like memory loss)
• Mental health issues such as anxiety, depression, or paranoia

These can make it very hard to speak up, even about significant concerns. People may struggle to organise their thoughts, communicate clearly, or take action to address problems.

Example

A man with anxiety overthinks whether his concern is valid and is fearful of confrontation. He decides it is safer to say nothing.

Not Being Taken Seriously

People may believe that their complaint will not be taken seriously, especially if previous attempts have failed or been minimised by staff. Sometimes, hierarchical workplaces treat complaints from junior staff as less important than those from seniors.

This can leave staff or service users feeling that their views do not matter, so there is no point speaking out.

Example

A carer voices a health and safety concern, but her manager dismisses it as ‘overreacting’. She does not mention similar issues in future.

Fear of Confidentiality Breaches

If someone worries that their complaint will not stay confidential, they may decide not to proceed. This is important in small teams or close communities where word spreads quickly.

Staff might fear managers or colleagues finding out. Service users may worry about other residents or their families learning sensitive information.

Example

A complaint involves allegations of staff misconduct. The complainant is afraid others will find out and target her, so she backs down.

Fatigue or Ill-health

People who are unwell or tired may not have the energy to complain, especially if the process seems time-consuming or complex. Older adults, those with multiple health conditions, or those nearing the end of life often focus their limited energy on day-to-day living and feel unable to take on extra stress.

Example

A terminally ill man has ongoing problems with night care. He does not raise them, as he feels too weak to deal with the process.

The Influence of Staff Attitudes and Organisational Culture

The workplace culture and attitudes of those in charge make a significant difference. If managers and leaders are not open, or are unapproachable or defensive, people will keep concerns to themselves. A culture that punishes ‘whistleblowers’ or discourages challenge prevents open discussion.

Conversely, a supportive culture encourages people to express concerns safely.

Example

The manager in a residential home rarely listens and is quick to dismiss staff worries. Staff keep issues to themselves, leading to more problems in the long term.

Lack of Support or Advocacy

Service users in particular may not have access to independent advocates to help them raise concerns. Those with communication difficulties, learning disabilities, or few family contacts are at higher risk of being ignored or staying silent.

Independent advocacy gives people a voice and helps them understand their rights. Without this support, many concerns go unreported.

Example

A man with profound learning disabilities notices distressing changes in his routine. Without an advocate to help, he cannot express his feelings. The staff do not notice the impact.

Final Thoughts

To help people feel safe and able to raise concerns, managers need to remove barriers. By recognising these reasons you can take targeted steps to help everyone feel able to speak up, knowing they will be heard and their concerns properly addressed. This leads to better care, safer services, and improved outcomes for people using care and support.