Aims and MethodThis survey aims to aid implementation of continuing professional development (CPD) by determining the acceptability of current proposals and predict problem areas. All non-training grade psychiatrists working in the area of a single deanery were asked about their attitude to CPD and, in particular, focusing on the peer group method.ResultsOf the 115 respondents, 98% said they agreed with some form of CPD. Just under half of respondents thought peer groups were appropriate for CPD planning, with four being the most popular size, and 3 months the preferred frequency of meeting. Problems identified with the peer group structure included individual, speciality-based and organisation-related issues. Regarding sharing of CPD information, 40% of respondents thought the College should receive updates of individual progress, while the medical director was cited in over half. Finally, loss of educational supervisor status was felt to be the most appropriate penalty for failure to adhere to the CPD process.Clinical ImplicationsThese results indicate that although there is general agreement to some form of CPD, peer groups are not universally accepted as the best design.
There is no easy way around taking responsibility for mistakes Editor-The case commented on by Singer, Wu, Fazel, and McMillan is chilling in that the patient died in pain and suffering, and in the way it was handled by the senior attending physician-swept under the carpet, information falsified, and given a high minded sort of dismissal with "let this be a lesson." 1 That is almost obscene. The commentaries addressed most of the important points except discussing the fear of litigation and the fact that there are no easy answers when it comes to making mistakes. That needs to be said outright lest someone, especially someone in training who is less experienced, think that admitting a mistake stops at quality control or sharing responsibility, and that there is then some way around the difficult task of actually taking responsibility for the mistake. Within the culture of medicine and even more broadly in modern society there seems to be a drive for finding the easy way out. In this case there is none, and it needs to be made very clear that this is a defining moment in the life of a physician with regard to integrity and professionalism. That must be included in the discussion of how a supervising physician deals with a trainee who has made a mistake, which was relayed with such insight and sensitivity by Wu.
This piece examines the ways in which management consulting firms have co-opted concepts drawn from jazz and improvised music to develop corporate responses to the pandemic.
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