Published 21 April 2009, doi:10.1136/bmj.b1572
Cite this as: BMJ 2009;338:b1572

Feature

This House believes doctors are neglecting their duty to lead health service change: Seconder

doi:10.1136/bmj.b1555doi:10.1136/bmj.b1578doi:10.1136/bmj.b1577doi:10.1136/bmj.b1573

The first 150 words of the full text of this article appear below.

Healthcare used to be cheap and ineffective, now it is expensive and can be highly effective. As the potential to both spend and to heal grows, so does the imperative to spend wisely in order to heal most effectively.

Evidence is emerging that clinically led healthcare organisations provide better quality and efficiency.¹. No surprise. Other industries, from energy to information technology to the military, have technical experts leading and managing because they are capable and credible: technical experts often have the best grasp of issues, and people often respond best to peers. The more complex the industry and the tighter its socialisation, the greater the importance of having experts on leadership teams.

Leadership involves deciding what to do on the basis of the best information available, but you must understand that information. Today, clinical IT systems highlight wide variations in quality—of both process and outcome—and in productivity. Doctors’ clinical . . . [Full text of this article]

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