Day 1 at CSC – Medical Director’s perspective

first_day_of_schoolKate had given a lot of thought to my first day. She’d appreciated that a two-hour car trip on the M1 could be awkward and getting orientated to new colleagues and surroundings uses up a big chunk of brain processing-power. She’d built in breaks with no meetings and lined up a useful lunch ‘date’. Very considerate. Yet, we got through all the dull but important ‘house-keeping’ items.

As I drove home, I reflected on the overall impression of the day. I felt quite happy and relieved. It’s well known that people rarely remember what you’ve said, but they do remember how you made them feel. I was surprised by the style of the organisation – open-plan offices with frosted-glass offices for ‘special’ people. At least, that was how it appeared to me. It seemed a million miles away from the NHS. There were no desktop PC’s in sight; indeed, there was very little desktop clutter. Not like most hospitals I’ve worked in, where jumble and chaos seems to be the modus operandi! There were no messy pieces of paper stuck on the walls either. The NHS seems to have been decorated with wallpaper made out of ‘important’ notices that nobody takes any notice of! These visible signs are giveaways as to the culture of the organisation. Just like the way people dress and present themselves, so an organisation signals its values by its outward appearance, whether deliberate or not.

There was also something strange that took me a little while to work out. The place was full of men! I guessed 80:20 ratio. The NHS is the opposite; it’s female-dominated. I don’t pretend to understand the significance of this, but it struck me as a noticeable difference.

I wondered what one of the men would say if I randomly asked them what the purpose of the ‘NHS Account’ was. How connected do they feel to the patients who are going to benefit from their work? How could we make it ‘real’ for them? Could we get some high-quality images of healthcare in action? How about some quotes from patients, doctors and nurses, etc? Do they visit hospitals to see what goes on?

As I talked things over later with my wife (a nurse by background) at home, I remembered how impressed I’d been by the professionalism and dedication of the people I’d met. I was optimistic about the future and looking forward to going back for Day 2!



Having just upgraded my blog to a new version, I find all my images have gone AWOL!  I’ll try and rectify over the weekend.

There are always hazards when attempting something new!

  “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in a new order of things.” (Machiavelli, 1469-1527)



How to revolutionise the NHS

The ‘chaos’ at Heathrow this week has graphically illustrated just how difficult implementing large-scale change is.  As is usually the case, it is not the kit that fails to work, but rather the human factors that can’t or won’t cope.

In a similar way, the NHS possesses great technical expertise and adequate kit (most of the time), but the experience of the patient, the final consumer of the service, is often woeful.

And yet, the essential quality that patients (and staff) are looking for is kindness.  It costs little to be kind but we find it so hard to do.  We find a hundred-and-one reasons why we can’t be kind, or worse, we deny that it’s a problem.  But every day in the NHS, I come across shameful acts of unkindness and lost opportunities to positively be kind.  At the same time, we want to be kind.  That’s why we chose to work in healthcare, isn’t it?

So, my revolutionary idea to fix the problem is to train kindness.  Because we assume that everyone is, or can be, instinctively kind, we feel it is unnecessary, or even frankly patronising, to systematise kindness.  However, we can all think of instances when we have been delighted by someone’s kindness, and that should be reproducible and amenable to being taught.  In many service industries this is already done.  It’s usually called something like ‘customer contact skills training’, but basically it is the deliberate training of staff to be kind to consumers.  It would also revolutionise the way colleagues interact.

What’s stopping us doing it?

Awareness under anaesthesia

The child’s mother said, “Have you seen that new film about being awake when you’re having an operation?”  “Er, no. (Pause).  Was it any good?”  I asked hopefully.

I was just about to ‘induce’ (put to sleep) her six-year old, who was eyeing me with suspicion.  I had visited the mother and child just before the start of the session and my usual consultation had not elicited any discussion of awareness under anaesthesia (that’s what we anaesthetists call being awake during surgery, when you’re not supposed to be).

Happily, the surgery passed off with nothing untoward and mother and child were soon re-united.

However, the incident highlighted a couple of points:

  1. Patients don’t always voice their concerns at convenient moments
  2. Communication of risk information is difficult, but important
  3. Awareness under anaesthesia is terrifying and real
  4. Always chose a local or regional anaesthetic technique if available
  5. Err on the side of giving a bit more anaesthetic than not enough with paralysed patients.  Why sail close to the wind?

Guard your tongue

 He who guards his mouth and his tongue keeps himself from calamity. (Proverbs 21:23)

Sometimes uncomfortable things have to be said at meetings.  However, you should consider first if they can be said in other venues, in other ways, or at other times.  Grandstanding wins few friends and is generally counter-productive.  Also, silence can be very eloquent, and it’s surprising how often other people will say what you wanted to say!