Articles for category: Management

Can cross-industry principles help NHS mental health services?

For this post and all others (past and present), by psychiatry I also mean mental health services. Whilst psychiatry is a medical discipline it sits within and is normally closely linked to other aspects of mental health services.  Introduction In this post I explore how mental health services can learn from disaster management, mistakes, and failures across other industries. I will be thinking about what can be learned from the perspective of NHS psychiatric services. I often study many videos ...

Radical Transparency – is it for everybody?

The term sounds great, but what is it? Who invented this? Can we have it in the NHS or any other public sector service in the UK? This and more will be explored. Radical Transparency Radical Transparency is a management and organisational philosophy that emphasises open, honest, and direct communication within a company. It was popularised by Ray Dalio, founder of Bridgewater Associates, one of the world’s largest hedge funds. At its core, Radical Transparency involves encouraging employees at all ...

The vexed problem of collective intelligent output in team dynamics

Have you ever wondered how large or small groups of intelligent people on occasions end up making suboptimal or even stupid decisions? If you have, then this post may interest you. Importantly I said ‘on occasions’. That means that I am NOT saying that all or a majority of groups of intelligent people make stupid decisions. Scope and limitations I will drill into factors that affect groups where their collective intelligent output seems less than their average. I think this ...

Managing tail risk in psychiatry – collaborative mapping

Too often in psychiatry we are faced with the problem of tail risk. The basic idea is ‘low probability high impact‘ events. This commonly presents among relatively stable patients in contrast to patients in an acute phase of disturbance.  Some patients may have an established pattern of only one or two short-lived periods of disturbance per year where they present risks of suicide, homicide or violence, or arson. In any of those short-lived blips it is possible that serious harm ...

Systemic disempowerment in care-delivery organisations

Today I explore the term ‘systemic disempowerment‘ (SD) as pertains to large health and social care services. Health services are without doubt inseparably intertwined with social care services. The concept of SD moves beyond ideas of learned helplessness, which is so often thrown around. The concept of SD is far wider and deeper as this exploration will show. There is no easy way to make this blog readable in the desirable 30 second read; now widely popular among social media ...

Controversy – the God Complex

This is or will be a controversial exploration. Keep that in mind at all times. I boldly go where no psychiatrist has dared to go before! I give thanks to KJ for stimulating this exploration. What is the God Complex?  The God complex has also been referred to as ‘The God Syndrome’. Here are some descriptions of what it is and is not: The God complex is not a clinical term, nor does it appear in any diagnostic manual. The ...

Why lessons are not so easy to learn

The context of this exploration is twofold a) to examine how lessons may not be learned by individuals and b) difficulty for organisations in learning lessons. Repeatedly many UK organisations resolve to learn lessons. However the evidence shows that they are not learning lessons. What ordinary people expect Let us start by understanding how ordinary people might decide what is a lesson learned. I suggest that they may expect the following: The deeper reality Determining if an individual or organisation ...

Systemic failures and consequential risks

Conceptual overview: Systemic failures refer to breakdowns that occur within an interconnected set of components or systems, where the malfunction of one element can lead to cascading failures across the entire network. These are not isolated incidents but are often the result of complex interactions between various subsystems, policies, and human actors. The embedded YouTube video contains much of the text in this blog, and may be easier to process.  Introduction The National Health Service (NHS) stands as a beacon ...

Dream or reality?

In this article I focus mainly on public sector health care consultations. It is an open ‘secret’ that UK public health services are: short of staff, doctors are overworked, many groups of staff are suffering with burnout, clinic sessions are quite time-limited, follow-up visits are few and far between, patients are often not given sufficient time and support to ask questions. Following a concentrated first consultation for between 45 to 60 minutes, it is difficult for patients to remember all ...

The Lucy Letby story

Lucy Letby, 33, was convicted of the murder of seven babies and the attempted murder of six new-borns at Countess of Chester Hospital in 2015 and 2016. Why is this ‘story’ important for psychiatry? It shows how systems are slow to recognise and respond, slow to heed expert insights from within organisations, and how dysfunctional organisational behaviours contribute to harm and death. In my comparison of Surgical v Psychiatric Malpractice I showed how psychiatric malpractice is more difficult to recognise ...