RT Journal
A1 Klein AS, Forni PM
T1 BArbers of civility
JF Archives of Surgery
JO Archives of Surgery
YR 2011
FD July 1
VO 146
IS 7
SP 774
OP 777
DO 10.1001/archsurg.2011.150
UL http://dx.doi.org/10.1001/archsurg.2011.150
AB 
In 1540, with the support and encouragement of King Henry VIII, the Worshipful Company of Barbers and the Fellowship of Surgeons merged to form the Company of Barber-Surgeons.1 For centuries, relative strangers confronted by serious injuries and ill health have placed their trust in the lineage that arose from these barber-surgeons. In many significant ways, that trust and the responsibility that surgeons assume in accepting that trust have not changed for nearly 500 years. However, what has clearly evolved is the civility quotient applied to surgical practice, the level of courtesy modeled by senior surgeons as reflected in the means by which new surgeons are trained, and an appreciation of the consequences of rude behavior on ourselves, our coworkers, and our patients. Only recently has the qualitative belief that civility can tangibly affect the surgical workplace enjoyed confirmation by quantitative analysis. Consequently, medical organizations have begun to appreciate that disruptive behavior is a problem deserving of serious attention.