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BMJ 2005;331:353 (6 August), doi:10.1136/bmj.331.7512.353
| The first 150 words of the full text of this article appear below. |
EDITORWalshe and Benson underline the importance of the primary mission to protect the public.1 But little is written in their article about the inadequate arrangements for managersdeemed to be a group of professionals at the Bristol inquirythat still exist behind closed doors rather than in the public domain. Just as a list of wayward doctors can be reeled off, it would be possible to reel off a list of managers who have not acted in a way compatible with "professional" codes; unlike doctors, rather than being held to account, the managers are often simply and quietly moved on, sometimes into another healthcare post.
The accusation levelled at doctors and other healthcare professionals by Walshe and Benson, of blocking or watering down reforms, is probably valid, but it can be equally applied to managers, as can the accusations of looking after self interest rather than the interests of the
Nigel Dudley, consultant in elderly medicine
St James's University Hospital, Leeds LS9 7TF nigel.dudley@leedsth.nhs.uk