The resilient general practice: working as a pack

How true these conclusions are,¹ informed also by Eley et al’s study.² The desire to work in a ‘supportive team’ is a major factor in career choice of younger GPs.³ To provide this in a busy practice requires the recognition that clinicians’ informal time together is essential, not a luxury item.

Personal continuity of care has been shown to improve patient outcomes,⁴ and in building mutually trusting relationships between doctor and patient is likely also to offer greater professional satisfaction. (Think cine films versus albums of random snapshots!)

I am minded to ask if the job of a modern commuting, sessional GP, under constant pressure to deal with ‘snapshots’, and harassed by QOF screen reminders, is as professionally rewarding as it might be.

Only in-practice leadership can create a supportive team, and facilitate personal continuity of care (where appropriate) through a carefully constructed appointment system, difficult though both may be.

Personal and practice resilience are inextricably entwined, requiring shared values, mutual support, and professional satisfaction. Returning either individuals or organisations from the wrong side of the stress–performance curve is extremely difficult: too often GPs on the wrong side of the curve leave their practice … or the profession.