Doctors' Letters

Abstract

<h3>Background</h3> Leadership in the National Health Service (NHS) embraces two distinct groups: managers and clinicians, often arriving with differing backgrounds, skill sets and outlook. ‘Bridging the gap’ between the two, with a relational paired learning (PL) approach, has been run in NHS Lothian for 4 years (three cohorts) to positively impact the organisation and its leadership. <h3>Methods</h3> In the initial pilot six doctors and six general managers were paired together. Subsequently cohorts expanded with doctors paired with other senior managers, including the Director of eHealth, a non-executive member of the NHS Lothian Board and shadowing of the Chairman of NHS Lothian. All cohorts used PL ‘Contracts’ for their work together and then engaged in conversation, shadowing and reflection. Preprogramme and postprogramme questionnaires and postprogramme interviews explored the effect of PL on ‘preparedness’ for leadership and an understanding of the role and ethos of the corresponding group, and the running of the programme. <h3>Results</h3> The questionnaires and interviews have shown that the programme had a positive impact on preparedness to lead, and participants described a shift in attitudes with increased understanding of the ‘other’ group and increased ability to work collaboratively together in the future. The ‘Trainee Management Forum’ was developed as a result of PL collaborative working and provides regular engagement and learning for junior doctors and managers at all levels of the organisation. <h3>Conclusion</h3> NHS Lothian PL has been impactful for those involved and is perceived to add value to the organisation, with further cohorts of doctors and managers continuing to engage with this opportunity.