Navigating and negotiating complex clinical scenarios

Management for psychiatrists, 4th edition. Bhugra D, Bell D, Burns A; editors. RCPsych Publications; 2016 (£45.00; 544 pp). ISBN: 9781909726659

This is not just a book, or indeed a textbook, but more of a tome with over 500 pages and just under 50 contributors, including the editors. However, Management for psychiatrists, 4th edition is readable because it is well written and clearly structured. At this point, I must declare my conflict of interest. I have copublished extensively with the lead editor, who is also a good friend, and I have trained under Frank Holloway, one of the many eminent contributors; and though this inevitably colours my views, it also means I can state with conviction that the authors of this book have extensive experience of the matter in hand. The book is truly comprehensive — an “all you need to know about management as a psychiatrist” — but at the same time, each of the 36 chapters is an individual excursion into the intricacies of modern day psychiatry. For those interested in such matters, chapters especially in part one, provide an in-depth history of the National Health Service and mental health services around the United Kingdom. Many of the chapters in this section provide a wonderful summary of important events and developments in ideology. A good example is the milestones in the development of the community care policy depicted clearly in the form of a table. Alongside the text and tabulated material, boxes are provided from time to time, with synthesised information, recommendations and suggestions for easier reference and learning.

Management for psychiatrists, 4th edition provides essential knowledge that all psychiatrists should at least have access to. It also provides much needed clarity, especially on issues such as responsibility, appraising performance and improving quality of care. Different chapters have adopted different styles, some providing a mix of general advice, putting an issue in context, and forcing the reader to think and come up with solutions of their own. Other chapters provide examples and more explicit instructions as to how to navigate and negotiate complex clinical scenarios. The chapter on patient complaints, for example, is not only interesting but an essential read.

In addition to providing advice on management, the book also nurtures the psychiatrist and strives to encourage personal development. This, I believe, is especially important, as there are few roles that are potentially as stressful and challenging as providing leadership for mental health services. It is in this regard that the book is once again truly unique, addressing very practical concerns, such as managing committees and one’s time, and honing one’s skills with respect to educational presentations and working with the media.

Thus, in my view, psychiatrists reading this book will feel better equipped to fulfil their professional roles and have a deeper understanding of the environment within which they are working.