How to be a Good Enough GP: Surviving and Thriving in the New Primary Care Organisations
The upheavals of the NHS reforms have caused a great deal of stress and uncertainty in primary care, and professional development and support for general practitioners needs to take account of this. This book offers a group supervision model which can be used to develop the core competencies needed for GPs to make the new primary care organisations work. The book analyses how primary care professionals have dealt with the various reforms of the past decade, and picks apart the paralysing culture of politeness, conflict avoidance and rivalry for power, to reveal how at the core of reform is the struggle for each GP to construct a new professional identity which integrates medicine, management and politics. It proposes ways GPs can benefit from these experiences to become equipped with the necessary competencies to be active members or dynamic leaders in the new primary care organisations. The doctor-patient relationship is no longer one-to-one, but located within a group matrix, in the same way that a GP is now required to work within a group framework. This book enables GPs to develop the essential group skills they now need, and on which the success of the healthcare reforms ultimately depends.
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The group matrix
Moving into primary care groups
Moving beyond the fear of groups
support learning and development
A group analytic view of organisational development
relevance to education and training agendas
accept action learning activities agenda anxiety asked Balint become behaviour belonging group Bolingbroke Group boundaries change leaders change management clinical governance communication consultancy context cope culture defence dependency depressive position doctor-patient relationship doctors Edmund Leach educational evidence-based medicine experience experiential learning face facilitated fear feel felt foundation matrix fundholding group analyst group matrix group members group sessions health authority health promotion idealised ideas implementation individual inner integrate interaction internalised involved issues leadership let go look medicine meetings ment mirror mother non-fundholding nurse open group organisation outcomes paranoid-schizoid position parent partner group patients PCG leaders PCG members PCG/PCT person PHCT political position practice manager primary care reform primary care world problem reality recognise regression relate responsibility role sense shared single-handers social split staff subgroups survival task thinking tion transition trust uncon unconscious unconscious mind whole workload