To be or not to be? Did Hamlet have the Mental Capacity to make that decision?

If the Mental Capacity Act was law in Denmark in the fourteen hundred’s would poor Hamlet have been able to make the decision, to be or not to be?

Let’s explore the troubles and musings of poor Hamlet, as scribed by Mr. William Shakespeare.

In the most famous speech from the play Hamlet is quoted as asking “To be or not to be that is the question?”

It is a question indeed! However, had the great Bard been following the Mental Capacity Act Code of Practice in an attempt to elicit an answer from Hamlet he could have phrased it a little more directly. Although he would not have been as poetic if he had!

If this question was posed in a Mental Capacity assessment it should surely read, “to live or die”, perhaps?

No! Still not useful enough I’d argue. It does not explain the decision that Hamlet needs to make. To live or die is a little bit too vague for the Mental Capacity Act. What does to live or die mean, to contract typhoid or not? To die in battle or live in the castle? To live or die does not describe the choice that is available.

No, we need to be specific about the decision Hamlet is being asked to make.

Let’s look at the what is involved in the questions as it stands – ‘to be or not to be’. Hamlet is pondering his life and death however the decision he is really pondering, for those who don’t know the story is, does he remain quiet about his belief that his uncle killed his father, or does he confront his uncle. Consulting his uncle will likely result in his death. That’s how they rolled back in those days!

So, the true decision that we are assessing Hamlet’s ability to make is, does Hamlet confront his uncle or not?

Just like in the real world of social work practice it takes us time to establish just what decision Hamlet is attempting to make. Sometimes it’s not as obvious as it first seems.

But let’s take a step back. Do we have a legal right to carry out an assessment in the first place? Remember the first principle of the Mental Capacity Act states that a person must be assumed to have capacity unless it is established that they lack it. Do we have any right to step in here and assess Hamlets capacity to make this decision? What right has the state to interfere in Hamlets decision making.

Let’s think about the Diagnostic Test. First, we must ask is there an impairment or disturbance in Hamlets mind or brain? This is the first part of the diagnostic test. There are two possible answers to this question. Shakespeare can maybe help us with some evidence. He tells us Hamlet saw and talked to his dead father who explained to Hamlet that his brother (Hamlets uncle) murdered him and then took his place on his throne and in his bed with his wife (Hamlets mother). I would imagine Hamlet has had easier conversations in his life!! So, either Hamlet was communicating with his dead father or he was suffering from stress induced psychosis and the first part of the diagnostic test is met. Now, from a cultural perspective we cannot rule out that Hamlet could feel able to communicate with his dead father but realistically this is unlikely. Based on the balance of probabilities (which is what the test demands) Hamlet was suffering from an impairment or disturbance in the mind or brain. The MCA relies on the legal test of the balance of probabilities and not on the criminal law test of beyond reasonable doubt. If it was the later we would be required to do some detective work about the existence of ghosts in the 15th century. Now, I’m not a psychiatrist, but, considering Hamlet lived some time ago and the events documented in Shakespeare’s play are more than likely fictional, I think I’m safe from any prosecution, so, I’m going to stick my neck on the line and say that I believe that on the balance of probabilities (and beyond reasonable doubt to be honest!) that poor Hamlet is suffering from stress induced psychosis.

Poor Hamlet has still though left us with a dilemma because there’s a second step to the diagnostic test. We are asking, has he got mental capacity to make the decision, to confront his uncle, or not? We can safely say he has an impairment of the mind or brain, however, does this meet the second stage of the diagnostic testis met? Namely, does his impairment effect his ability to make the decision?

The fact that he believes his dead father is visiting him and telling him to avenge his murder, and his murderer is his uncle who is now king of Norway and has illicit bedroom romps with poor Hamlets mother, is worthy of consideration. We are saying that the visions are a result of psychosis and he is troubled by them to such an extent that he is considering embarking on a course of action which he believes could end his life. The answer to the second question of the diagnostic test, does the impairment effect his ability to make this decision is surely yes. On the balance of probabilities, the impairment of his mind or brain is affecting his ability to make the decision to confront his uncle or not.

Diagnostic test met!

So now if we follow the Code of Practice we must move on to the functional test.  However, we need to pause before we rush into assessing poor Hamlet. How can we assess him if we have yet to establish what the relevant information pertaining to this decision is? If you’re thinking this is simply to live or die, you have not seen the play! Hamlet identifies many pieces of relevant information during his musing. Let’s break these down into the pertinent and relevant points that the law demands us do.

If we take a leaf out of Shakespeare’s book and write the relevant points in the form of a sonnet, we would be really overcomplicating the relevant points and making it harder for poor Hamlet to make a decision. We are applying the second principle here; A person is not to be treated as unable to make a decision unless all practicable steps to help him to do so have been taken without success.

A practicable step would be to break down the relevant points, so they are as clear and concise as possible, therefore giving Hamlet the best opportunity to make the decision. Let’s break down Hamlets famous speech into the key relevant points.

Hamlet states;

To be or not to be, whether ’tis nobler in the mind to suffer the slings and arrows of outrageous fortune, or to take Arms against a Sea of troubles,

Hamlet is really saying: should I say nothing and brood for a while or take action against the murder of my father

And by opposing end them: to die, to sleep No more; and by a sleep, to say we end
The heart-ache, and the thousand natural shocks That Flesh is heir to?

Hamlet is really saying: Any action against my uncle will end in my death.

 ‘Tis a consummation Devoutly to be wished. To die, to sleep,
perchance to Dream; aye, there’s the rub,
For in that sleep of death, what dreams may come,
When we have shuffled off this mortal coil,
Must give us pause. There’s the respect
That makes Calamity of so long life:
For who would bear the Whips and Scorns of time,
The Oppressor’s wrong, the proud man’s Contumely,
The pangs of disprized Love, the Law’s delay,
The insolence of Office, and the spurns
That patient merit of the unworthy takes,
When he himself might his Quietus make
With a bare Bodkin? Who would Fardels bear,
To grunt and sweat under a weary life,
But that the dread of something after death,
The undiscovered country, from whose bourn
No traveller returns, puzzles the will,
And makes us rather bear those ills we have,
Than fly to others that we know not of.
Thus conscience doth make cowards of us all,
And thus the native hue of Resolution
Is sicklied o’er, with the pale cast of Thought,
And enterprises of great pitch and moment,
With this regard their Currents turn awry,
And lose the name of Action.

Hamlet is really saying: is there life after death?

If we used Shakespeare’s language to try and explore this most of us, I’d imagine, may be presumed not to have the mental capacity to make this decision as, I bet there are very few readers who understand all that Shakespearian narrative. There’ll be even fewer who can retain it all long enough to make a decision by weighing it all up. So, after a lot of poetic warbling from a self-obsessed man in his thirties we are left with the following relevant pieces of information that Hamlet needs to be able to understand retain and weigh, if he is able to make this decision

  • Hamlet believes, he will suffer if he takes no action,
  • If he takes action against his uncle he will likely die.
  • His views on life after death?
  • He may be experiencing a psychotic episode.

So, we now have our question – should he confront his Uncle or not? We have completed the diagnostic test and we have identified the relevant information. The question we need to ask now is can Hamlet understand the relevant information. And this brings us onto the next stage of the Mental Capacity test – a person is not to be treated as unable to make a decision unless all practicable steps to help him to do so have been taken without success.

Can Hamlet understand the relevant points?

Based on his musing I am fairly confident that he understands the first three relevant points and there is further evidence from the play that he understands the concept of psychosis. Based on the balance of probabilities I would imagine anyone reading this would reach the same conclusion namely that Hamlet can understand the four relevant points in order to make his decision.

Can Hamlet retain the relevant points?

We did not identify anything in the second part of the diagnostic test that would suggest that Hamlet has any difficulty retaining information. Also, he went beyond retaining the relevant points when he retained an eloquent speech Shakespeare gave him which I cannot do despite years of attempts!! Based on the balance of probabilities Hamlet is able to retain the information long enough to make a decision.

Can Hamlet use or weigh up the relevant information

Clearly Hamlet could use the information and weigh up the first three points. He uses the English language to such beautiful effect to describe his weighing up. He is clearly weighing up the differences between living and dying, that is not in doubt. However, Hamlet is not taking into account his psychosis and therefore he is not taking into consideration the impact of this when making a decision about a course of action that will likely result in his death.  Therefore, based on the balance of probability he cannot use or weigh up the relevant information when making this decision. There’s the rub!

Can Hamlet communicate his decision?

Hamlet does later in the play, although not simply or directly, however, he eventually makes a decision after much procrastination and decides to confront his uncle. Therefore, based on the balance of probability Hamlet could communicate his decision.

Overall, I’d suggest, based on the balance of probability Hamlet was unable to make a capacitated decision regarding whether to confront his uncle, or not. Hamlet did confront his uncle, and [spoiler alert] after watching the play it could be argued this was not the best course of action. If we did apply the Mental Capacity Act to Hamlet the best interest decision would definitely not be to support him to confront his uncle in the way that he did. I believe a best interest decision would be for him to receive support from mental health services and possibly some family group work may have been in his best interests!

There’s one thing we haven’t yet considered. Was the decision he made to confront his uncle a wise or unwise decision and was he exercising the third principle – A person is not to be treated as unable to make a decision merely because he makes an unwise decision?

The answer is of course no. He did not have capacity to make the decision so it could not be an unwise decision. Hamlet made an incapacitated decision not an unwise one. If he had capacity and confronted his uncle, given the possible ramifications, it could be argued that his decision was unwise.

[Spoiler Alert!] Hamlet and almost everyone else in the play die in an horrendous tragedy. If the Mental Capacity Act had been around in Denmark in the 14th century it could have been a different story and we would not have had the play Hamlet or the Disney movie The Lion King, which had a somewhat happier ending. After writing this and spending far too long thinking about applying modern English law to a fictitious situation in mediaeval Denmark, I have come to the conclusion that further analysis is required! Would the Mental Capacity Act be the appropriate legislation for the situation? If it were would a best interest decision lead us to Deprivation of Liberty with Hamlet locked up in a tower!? That discussion is for another time! Surely though the Mental Health Act should have been used in this situation, don’t do you think?

Jamie Scorer
Jamie has worked in social care for 30 years. He is a qualified social worker, and currently works in a local authority as a senior social worker in a MCA/DoLS team. Jamie also works as a visiting lecturer with local universities

Unique!?

Recently, when teaching the first year BA students where Iwork I’d gone off topic….. this never comes as a surprise. And I asked the students, “What is the unique contribution that social work makes to the professional world?” Now, it’s not the first time I’ve asked this question, and the answer I get is usually the same one. Silence. And I’m left thinking, well, if we don’t know what our unique contribution is then no wonder the general public, and possibly other professionals, are at a loss as to what we do!?

If you ask solicitors what they do they will tell you. They give people legal advice. They represent people in court. Ask nurses. They administer medication, they bandage things. Ask doctors. They diagnose conditions and offer treatments. Ask mechanics. They fix your car. These are all things unique to those professions. So what is the unique social work contribution…. because there will be one. But, when asked, it’s hard to put your finger on it. Don’t you think? And maybe it’s good that it’s hard to put your finger on.

So what do we do? Well, we communicate? Yes, indeed, as do all other professionals. We solve problems. As do other professionals. We offer advice. We offer support. We offer guidance. We offer knowledge. We offer ourselves. ……..and that, for me, is where it is….. that’s it…. that’s the thing. Don’t you think?

But still, I think it’s more than that. I don’t think our unique contribution is what we do. I think it’s how we do it. Because good social workers do all the things they need to do from a position of ‘offering themselves’. This is why the job is draining. This is why looking after self is so important. Because social workers routinely give of themselves in a way that other professionals don’t routinely do. It’s the core component of our way of professional ‘being’. It’s our unique contribution. And that is why, when stuck behind a desk doing the paperwork, rather than being sat in front of people, social workers become…. well you insert your own word… disillusioned, stressed, disenfranchised, demotivated. The big question is how do we put social workers in front of people rather than behind a desk more… because only then can they make their unique contribution.

How to start your day!

Start right!

we are going to be productive throughout the day how we start our day is crucial in setting ourselves up with the right frame of mind. Too simple? Well, neuroscience tells us that the impact can be quite dramatic!

Visualise

Thinking about our day, visualising what we want it to look like and what our objective is, has been shown to have a significant impact in how it actually turns out. This is particularly true when we consider our emotions.

Impact of emotions

The emotions we express are contagious. The emotions we express have a psychological impact on ourselves and remarkably on others. If someone smiles, we smile back. If they grimace, we do likewise. We need to think of emotions operating from the outside in rather than from the inside out. Not only do we smile when we feel happy inside but, merely the act of smiling can influence positively how we feel inside. This emotional contagion means that simply by smiling you can make yourself feel happy! Equally if you exhibit sadness then you are likely to reinforce a sad feeling. In an experiment undertaken by Friesen and Levenson they took two groups of volunteers and had one group call to mind a stressful experience that caused them sadness, anger or fear and had a second group merely make the facial expressions of these emotions without recalling anything. They discovered that the physiological responses in both groups were the same! Merely making a sad face had the same impact physiologically as actually recalling a sad event!

Faking it!

So research show us that the emotions we display have an impact on well being and on how we approach the day even if we are faking it. Even if we are just thinking about the emotions we want to feel during the day. If we start with a negative approach this will permeate our minds – our subconscious, if not our conscious mind – and will influence how we engage with our day. If we start the day thinking it’s all going to be a mess and out of control then it probably will be. If we start the day thinking we are going to be stressed and being able to cope then there’s a good chance that’s how we’ll feel.

Kick it like Jonny Wilkinson

Kick it like Jonny Wilkinson
Kick it like Jonny Wilkinson

So, as we are products of our thoughts then we should start the day with some positive visualisation. When we visualise ourselves being in control and getting things done we prime the neural connections in our brains preparing us to make it happen. Watch the rugby player Jonny Wilkinson visualising the penalty kick going through the posts. He is visualising a successful kick… and more often than not he achieved it! Visualise your productive self getting on with tasks in a calm and collected way and your productivity will improve. Your minds eye rehearsal will improve your chances of success.

That’s it – Step one!

There’s more in the Social Work Shorts Podcasts
Click here

Forming our views; Rishi, social workers, and primates.

In the caring professions our experiences are the cornerstone of our practice, setting our moral compass and future decision-making processes (heuristics). Despite each individual experience being important our brains are designed to weight and recall some experiences, including our practice ones, more readily than others, such as ones that trigger powerful emotions like fear, disgust, and anger.  Practice ‘stories’ can be filed in our brain inside a red binder with ‘MUST RECALL REGULARY’ in bold marker. Out of a plethora of old cases we may remember only a handful in five to ten years’ time. Put simply, as professionals, we may only use a small proportion of our past experiences to develop a way of working with all future cases – a potentially skewed schema.

To give a simple example let’s say you go fishing off a pier and you know there are only cod and mackerel in the sea. What you don’t know is that cod are ten times more common.  On the first day you catch 4 fish; 3 mackerel and 1 cod, then on the second day only 1 fish – a mackerel. If Captain Birdseye asks you about this fishing spot you will say that there are loads of mackerel and hardly any cod, having no perspective on how rare your catches were. Similarly, we would lambast a scientist for not having a large enough sample size to support their research conclusions, or for not correcting for some statistical selection bias. So, equally, we should ask ourselves, “are we asking ourselves enough questions about how our practice views and how they stack up into a working model?”

It does not take too much of a salmon leap to switch to the Social Work context here.

Let’s say in all your past experiences of working with single fathers in relation to child protection they have all been difficult to engage and show signs of physical abuse. When allocated your next similar case your past experiences will undoubtedly skew your future expectations. The question is, “how many similar cases will it take to cause a permanent belief system switch (conscious or unconscious)?”   

One particularly influential belief system is the one held by our current PM (at time of writing Mr Sunak). His family settled in East Africa from India, with this community becoming an economically dominant force in both Kenya and Uganda. Roughly Asians where 2% of the population but they owned 66% of all the wealth.

When these African countries achieved independence from the British Empire the vast majority of Asians left with many using British passports to come to enter the UK. Sunak’s family did just that with his parents settling in Southampton. His mother was a pharmacist and his father a GP.  Sunak’s parents had three children, one is our prime minister, one is the head of strategy at the UN and the other a psychologist.  Sunak when interviewed always points out that nothing was handed to his family on a plate, but it was all achieved through hard work and sacrifice.

Sunak therefore believes that the government should support and not restrict hard working families as they could achieve outcomes similar to the Sunak’s.  To use the earlier fishing analogy Sunak’s family were successful in catching some of the rarest fish in the ocean. Now their son, the prime minister, hands out rods for others expecting them to do the same.  To illustrate this point, look out for the many stories about children from poor backgrounds getting straight A’s and going to Oxbridge…… You won’t find many. The success stories that there are have the perverse effect of keeping the lid firmly on the social mobility box. A few plucky stories block out the reality that there are a majority of hard-working families who barely make ends meet.

Why could a smart man like Sunak make such an error in assuming his specific experience can be generalized to the entire population. Well, like us Sunak has a brain that is hardwired to hold a finite number of peoples’ tales. This was famously proven by Dunbar’s work on monkeys and group size. His work demonstrated a link between neo cortex size and how many individuals could be in a primate’s social group. The larger the cortex the greater the potential group size. Even though humans have a larger brain than other primates there is still a hard limit to social group size Dunbar’s work suggests. We can only integrate so much social context and so many stories when we function in such a group. Our brains are ultimately finite. Whilst modern critics have latterly ganged up on Dunbar’s work for being statistically flawed, I feel there remains some truth in the general conclusion for us humans and our relationships. The relationship as found below in the graph is made more significant when you consider that the majority of us humans live in highly selective groups – rich alongside rich, or poor alongside poor, older people, young people, or selection around race or sex. In other words, we are limited both by absolute number and by variety. Can social workers hold in mind only a finite number of case stories that are highly likely to have some selection bias in terms of their characteristics?  

Much of what we do as social workers involves hypothesising about situations based, often, on limited information. We start to build a hypothesis at the earliest point of contact. In fact, maybe even before the first physical contact. We maybe start to make assumptions from case recording or referral information. Daniel Kahneman, author of the wonderful ‘Thinking Fast and Slow’, has concluded we have two aspects to our brains. We can let our automatic brain – or ‘System 1’ as he refers to it – run riot, jumping to conclusions! This automatic system is like being on autopilot. This part of our brain likes routine things and easy solutions. It relies, when thinking about people, on stereotypes that have been constructed for us and that we have added to. Ideas that sit in our subconscious mind. He says that we don’t like using ‘System 2’, our ‘deliberate’ brain, because it’s hard work. It takes effort to get this part of our brain going so that we can consciously and logically think things through. So, his idea goes, why would we not use a ready-made ‘model’ from our automatic brain like ‘all fathers in child protection cases are like ‘this’ or ‘that’’.

This can lead to bias in our hypothesising that we might not even spot. Confirmation bias is an operational mode where we select information from that which is available to ‘confirm’ the position we want it to. We form a view early on and then select information that supports that idea. When we fall into this trap gathering more information doesn’t necessarily yield a better decision. In fact, more information means we simply have more to select from to confirm our bias. As practitioners it’s important we consider whether we are relying on archetypes we have constructed from past experiences, or whether we are seeing the reality of the situation as it truly is.

Metal anchor near river on sunny day

We can also become anchored to a first impression – called the Anchoring Effect – which leads to that first impression becoming the only one relevant. Or, we anchor ourselves to a single factor as a root cause and miss others possible causes of the presenting circumstances. A famous experiment conducted by the magazine The Economist on MIT students gave an interesting insight into this. Initially they offered their publication as Web Only at $59 and Print & Web at $125. 68% of people went for web only version and 32% went for the Print + Web option. Wise MIT students! Same information, half the price! They offered their publication again, this time at three rates – Web Only $59, Print Only $125, and Print and Web $125. What happened? Well, no one went for the Print Only option. Why would you when you can have Print and Web for the same price. However! 84% chose the Print and Web option with the rest going for Web Only. This trick apparently is often used in marketing in a range of ways. People were anchored to the Print option thinking they were getting a fabulous deal – Print and Web for the same price as Print. Without this option in play most people went for the sensible Web only option. When we become anchored to a piece of information it exerts undue influence on us and clouds our judgment

With Sunak going to elite universities and Winchester college I wonder how diverse the ‘clan’ of 150 individuals housed in his brain is. How skewed is his idea of how the world operates. Is he anchored to a particular idea born out of his emotional attachments, role models and major life events. Does he have a ‘confirmation bias’ toward things that he will share (to a significant percentage) with the striding elite class who are a tiny majority of the population but constitute the votes Sunak needs to win a General Election in two years’ time.

As social workers we work at the total opposite end of the social mobility scale. We encounter the most disadvantaged and the most vulnerable. Whilst the families we support are a growing proportion of society they still represent a minority. 95% of children do not have involvement from social care.  As social workers do we have two world views? One which is narrow based on possible biases rooted in a ‘professional world’ view and one for the people we come across in day-to-day life where we pause and suspend judgment before deciding anything about them?

The Social Work superhero skill here is reflection.

Reflection is crucial to avoid the bias trap. Critical reflective thinking is essential in relation to each family, service user, or child to avoid falling into automatic thinking. Critical thinking is deliberate thinking. Critical thinking is disciplined thinking. It needs to happen before action so we can identify any potential for bias. Then, in action, so that we don’t seek out only the information to justify a predetermined decision. And finally after action to ensure our decisions are rooted in a solid rationale devoid of bias.

This article was written by George Bull and Stephen J Mordue

George has been a social worker for 10 years working mainly in child protection and Early Help. He has lectured with Jamie Scorer at New College Durham, University of Sunderland and University of Northumbria in solution focused practice.

Stephen J. Mordue Stephen is a lecturer in social work at the University of Sunderland, in the North East of England. He was a social work practitioner for 12 years working on an Older Persons team. His particular areas of interest are communication, how organisations function, and the application of the Mental Capacity Act and Deprivation of Liberty Safeguards. He is passionate about being organised, productivity and self care – ask him about diary management and spreadsheets! 

Work smarter, not harder

Productivity

Productivity

Work Smarter Not Harder

 

Organisation skills and productivity

Firstly, in talking about and exploring organisation skills and productivity, and self care and its impact on productivity, my intention is not for social workers to be given more. It is to try and give social workers the skills and ideas to be more efficient at what they are doing, more organised, more disciplined maybe, so that they can get out of the door on time (emergencies aside) confident that all is in order (not necessarily done but in order) and all is as well as it can be. The pay off for this is an increased ability to be able to switch off. You know everything is in order ready for you to pick up the next day – so, hopefully, more often than not, you can put it out of your head. The same is true and more important I feel for a weekend so that you have the time to recharge. So that’s my motivation – I can’t see a problem with that. I can see how managers might hi-jack the idea and see it as a way to give people more… or we could give the majority of managers I know the credit and accept that they’d rather manage happy staff. Managers are not evil. Well not all of them 😉

Being Organised is a skill to hone

Let's get productive!

We teach student social workers communication skills when to a greater or lesser extent they can already communicate. Why? Because professional communication is different. We teach student social workers report writing skills. Why? Because professional writing is different to letter writing, or academic writing. So why not teach them ‘being organised and productive’ skills because… being organised and productive as a professional does require a skill set and a knowledge base different to what people already may know. And I know from talking to students and practitioners that some of them are productivity ninja’s and some students turn up to start their social work degree without a diary because they hadn’t thought they’d need one…. and a whole range in between. Because if you don’t know, you don’t know.

Backed by science

There have been huge advances in brain scanning and imaging that means we can see what’s going on in our heads when we’re stressed, or when we are meditating, or when we are in the flow. We know what works and we know the impact of what doesn’t work – unmanageable stress and sickness. All of the ideas I put forward are backed by science and research

There are some ideas here on Social Work Shorts – click Productivity or Self Care at the top of this page to find them. There are a some ideas there to get you started. I feel I need to pull them all together into a ‘method’ to show how they all fit together so that’s coming soon.

Try these:
The stress isn’t going away so what are you going to do about it?

The Two Minute Rule

Frogs, Elephants, and the 2 minute rule

The Power of Small Wins

Do you care? The importance of looking after yourself

Also if you click the link right at the top you’ll find some podcasts covering similar material

Or click here

Enjoy! Go get your day!