Authors' replyBMJ 1995; 310 doi: https://doi.org/10.1136/bmj.310.6978.532b (Published 25 February 1995) Cite this as: BMJ 1995;310:532
- J F Riordan,
- J Simpson
- Executive medical director Central Middlesex Hospital NHS Trust, London NW10 7NS
- Chief executive British Association of Medical Managers, Barnes Hospital, Cheadle, Cheshire SK8 2NY
EDITOR,—In our experience, the managerial attitude to junior doctors described by P J Drew and A Gilbert is still common. Fortunately, however, it is giving way in many hospitals to an understanding by managers of the important roles of junior doctors and other professionals and a willingness to work with them. Many management trainees work well with their junior medical colleagues with mutual benefit, although several have commented to us that they find it difficult to work effectively with junior doctors unless they have already received cooperation from their consultants.
As we stated in our article, we believe that clinical audit is an important entry point into the management process for many junior doctors. It could also be used by clinicians to encourage interaction between management trainees and junior doctors, although in our experience it is not commonly so used at present. Management training courses on which junior doctors meet and work with members of other professions and junior managers are also effective in promoting the growth of teamwork with its attendant benefits for all.
We are confident that with the increasing use of these and other methods, progress will continue in breaking down the “tribal” barriers within our hospitals, with benefits to both staff and patients.