I have been talking to Neil Marshall of the GMC for far too long. I often despair at the hopeless collection of intellect when I communicate with GMC Towers. Actually, I gave up that hobby recently because not only has he become tiresome but he is starting to do a very good impression of a classic GMC broken record.
Of late, as everyone in the blogsphere is aware, I have been mesmerized by Dr No. Dr No has shot to fame quite recently. He has made me go completely weak at the knees. Simon J Ford and Dr Helen Bright both refuse point blank to disclose his identity to me. This has left me guessing. I hate mysteries but mysterious men are rather wonderful as ever.
I sat down tonight to distract myself by Bad Medicine. Nothing distracts me more than a intelligent sexy man. Some things are a vital accessory to a whistleblowers armoury. At least with Bad Medicine, you get quality and you get pure masculine testosterone intelligence as opposed to hermaphrodite subintelligence as exemplified by the GMC.
This is what Bad Medicine writes
Hierachiology – the “-ology” that studies hierarchies – was founded by Dr Laurence J Peter, who also gave his name to the eponymous Peter Principle: that, in a hierarchy, every employee tends to rise to his or her level of incompetence.This principle was last seen at North Staffordshire NHS Trust. Bad Medicine further writesThe idea is straightforward. We humans tend to order our affairs in hierarchies, with a series of ranks from the bottom to the top. Individuals, who are still below their level of incompetence, perform well enough to be promoted up through the ranks until one day they rise to one level above their competence where they stall, unable to perform, and unable to move on. There they will then remain, bungling the job and frustrating all around them. They have arrived at their Final Placement. Over time, increasing numbers of individuals arrive at their Final Placement, the organisation clogs up and ultimately fails.
It continues here.
"Now the sad fact is, they had already reached their level of incompetence. Promoting them one tier higher up in the organisation doubles the extent to which they are beyond their level of competence. Only, the effect is not so much additive as multiplicative: and so we have the Peter Squared Principle"
He ends with "Now – doesn’t that explain why most NHS managers haven’t got a clue?"
And of course I agree with Dr No.
Finally, I have to admit that my mind is moving away from toxic substances like the GMC, the NHS and lawyers. I am tiring of the same drones, dealing with the same cesspit. Life always has a little more than what the NHS has to offer.
Until tomorrow.......
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