In Views

Follow this topic

Bookmark

Record learning outcomes

Trevor Gore on how collaboration, communication and behavioural nudges can shape UK community pharmacy

As the name ‘community pharmacy’ suggests, the sector has always been close to people’s lives. But the role is no longer just about dispensing prescriptions accurately and efficiently. 

Today, pharmacists are expected to act as health advisors, prescribers, prevention specialists, and integral members of the wider NHS team. To make that transition successful, three elements stand out for me: collaboration, communication and behavioural economics. 

Collaboration is not just about playing nicely; pharmacy cannot operate in isolation. Increasingly, pharmacists work closely with GPs, hospitals and other healthcare professionals. When collaboration is well-structured, it reduces wasteful duplication, improves prescribing safety, and enhances patient adherence.  

Challenges remain, of course. Time pressures, inter and intra professional silos, and inefficient IT systems often undermine effective teamwork. The ISO 44001 standard on collaborative business relationships offers a useful framework here, showing that collaboration is not only about goodwill but also about structured, measurable approaches that build trust and accountability.  

Behavioural economics strengthens this further. For instance, if GP systems are designed to “default” referrals for common ailments to the pharmacy, collaboration becomes a seamless process rather than an optional extra. 

Communication should be more than a conversation. Patients trust pharmacists as experts in medicines, but studies suggest they do not always view them as the first port of call for health advice. Communication – clear, empathetic, and patient-centred – can change this perception. A five-minute consultation, at the counter or in a consultation room, can be more powerful than a GP appointment if the conversation is personalised and leaves the patient feeling understood.  

Tone and body language are as important as the actual words used. Patients who are already anxious about side effects, or worried about wasting their GP’s time, often need reassurance that their pharmacy is a safe and welcoming place to ask questions. Small changes like open posture, active listening, and avoiding jargon help break down those barriers.  

Digital communication also matters. With more services moving online, pharmacies are now using texts, apps, and emails to nudge patients about collections or remind them of upcoming vaccinations and/or appointments. Done well, these messages extend the pharmacist’s support beyond the pharmacy walls. A simple text such as, ‘Your flu jab is reserved and ready, book today to protect yourself this winter’ is quick to send but can shift patient behaviour significantly. 

Professional communication between healthcare providers is just as critical. The Discharge Medicines Service often picks up that changes made in secondary care are often lost in translation unless there are clear handover systems. Many pharmacists’ report frustration at receiving incomplete or delayed discharge summaries. These gaps are not just inconveniences; they pose risks to patient safety. Shared care records, secure messaging systems, and consistent handover templates can help close that loop. 

Message framing 

Framing of messages also plays a role. Behavioural science tells us that people are more motivated by what they might lose than what they could gain, known as the loss aversion bias. For flu vaccination campaigns, for example, saying “without your jab you’re more likely to get ill and miss work or family time” is often more effective than “a jab will help keep you well.” The difference is subtle, but it can make the message stick. 

Behavioural nudges can make a big difference. Community pharmacies are ideal settings. Instead of broad ‘opt-out’ policies, pharmacy-specific nudges can be highly effective. For instance, placing flu vaccination posters at eye level near the counter acts as a timely prompt for patients, making it easier to start a conversation.  

Similarly, incorporating pop-up reminders in dispensing software ensures pharmacists consistently ask adherence-supporting questions. These nudges are modest interventions but can significantly influence patient behaviour, often more effectively than leaflets left to gather dust. 

Pharmacy First is where it can all come together, demonstrating how collaboration, communication, and behavioural economics overlap in practice. It positions community pharmacy as the natural first stop for common ailments, easing GP workloads and improving patient access. It means collaboration with the wider healthcare teams working from aligned protocols. Communication means patients understand why their pharmacy can manage conditions like sore throats, while keeping other professionals updated. And behavioural nudges can help reframe pharmacy as the expected first choice for advice and treatment, reinforced by practical prompts within the pharmacy environment.  

When these three strands align, patients receive faster care; GPs feel less pressure; and pharmacy teams gain deserved recognition for their expertise. 

Community pharmacy now has a golden opportunity to move from being convenient, to being central in primary care. With structured collaboration, sharper communication, and clever but ethical nudges, the sector can transform how patients access and experience healthcare. 

Trevor Gore is associate director at the Institute for Collaborative Working