Editorial
Peer appraisal of consultants
the way
forward?
| The first 150 words of the full text of this article appear below. |
The major shortcomings of self-regulation of the medical profession occur at local level. Doctors may have their suspicions about a colleague's performance, but these suspicions are generally rooted in hospital gossip rather than having any sound basis in audit or other available data. Even medical or lay managers have little if any evidence which they can use to take action. If this situation is to improve, it is not sufficient for the General Medical Council to call for a culture change so that doctors put patients' interests before covering up for deficient colleagues. What is needed is for data to be available so that managers may take rational, transparent, and informed action which is seen to be fair to all parties.
To achieve this, a robust system of appraisal for consultants is needed
which goes somewhat beyond the present annual job plan review (when and
if this takes place). It
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