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Hospital games

BMJ 2000; 321 doi: https://doi.org/10.1136/bmj.321.7262.713 (Published 16 September 2000) Cite this as: BMJ 2000;321:713
  1. Diane Harvey, consultant haematologist
  1. Harrow, Middlesex

    Our hospital is currently consumed by politics. All our energies are spent on reorganising services and desperate attempts to establish some stability. I was appointed seven years ago to hospital A which almost immediately merged with hospital B to form trust AB. We continued working as two hospitals with two different cultures but with shared directorate structures for pathology, surgery, medicine, etc. As a result of cost improvement plans, the pathology department was centralised at hospital A which was considered to be larger and in a better state of repair than hospital B. Similar changes took place in other departments.

    We need continuous evaluation of change

    Power struggles were, however, occurring at a higher level than affected our immediate working lives until it became clear to even the ostriches that either hospital A or hospital B was to close. Hospital B won. Indeed it was decided to build a new hospital on site B. Staff at hospital A, including myself, wept, railed, rent our clothing, and muttered dire …

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