WORKING AS A COORDINATOR MIDWIFE IN A TERTIARY ...

the same as I said to the consultant, that ‘now is not the time’. And if they are
distraught and non functioning then you have to tell the person to step out and get
somebody else in if it is possible. If that is not possible you can end up being
quite hard on somebody and I will say “I am sorry I understand where you are
coming from but I have to ask you to continue”.
Irene reveals what Polkinghorne (2004) writes is the “practical perception to identify with
clarity and discernment the features of a complex situation that are significant for
determining the most appropriate action” (p.117). In her story, Irene describes how she
effectively communicates with staff when time is critical to achieve the safest outcome
possible. Time will not guarantee a safe outcome but may precipitate one.
Irene is clear how she speaks with staff in emergency situations. There are times when
she can relieve a distraught midwife and there are times when there is no one else
available and she is explicit in her expectation for midwives to fulfill their professional
duties, however difficult it may be if there is no other choice. Her philosophy for practice
reflects Cerbone (2006) who writes “my futurity thus conditions both my past (my
understanding of where I have been) and my present and so neither my past nor my
present can be properly understood apart from my futurity” (p.56). Irene knows what she
has to do to effect safe care for what she anticipates ‘may’ or ‘will’ happen in her
workplace.
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