Self-regulation constitutes an important aspect of the regulatory and oversight process governing professionals. This book focuses directly on medical self-regulation in the context of both the wider regulatory framework and that of other regulatory models. Through a critical consideration of recent events, including high-profile and controversial cases, it is demonstrated that the self-regulatory process has failed and that only fundamental restructuring and a radical change in attitudes on the part of members of the profession can repair the damage. Attention is also given to the recent changes, current proposals for change and to alternative regulatory models. Medical Self-Regulation will be of international interest, appealing to policy makers, as well as students and practitioners in the fields of medicine, medical law and sociology and professional regulation.
'A timely and comprehensive account of the problems which beset self-regulation in the NHS.' Peter De Cruz, Liverpool John Moores University, UK 'Mark Davies' informative new book provides a detailed and incisive examination of the crisis in professional medical self-regulation in England and Wales. This book contains a wealth of information and will provide an important source of reference for scholars of professional self-regulation.' J.V. McHale, University of Leicester, UK 'An interesting and elegant analysis of the crisis in medical regulation. This book offers a rich source of discussion of the controversies which have engulfed medical practice in the UK in recent years and critically considers the diverse proposals for change and yet more change. Doctors, lawyers and patients will all find much to engage their interest.' Margaret Brazier, University of Manchester, UK
Contents: Preface; Part 1 Crisis: The background to medical self-regulation: The General Medical Council - powers and failings; Criminal convictions and the General Medical council; Doctors’ attitudes to self-regulation; Trust and the medical profession; The NHS complaints and disciplinary processes. Part 2 Cases: The Bristol Royal Infirmary; Rodney Ledward; William Kerr and Michael Haslam; Clifford Ayling; Richard Neale; Harold Shipman. Part 3 Change: Whistleblowing; Lay participation in the regulatory process; Self-regulation in a 'no fault' culture;Crisis and change; Revalidation - the GMC's big idea; Conclusions and future directions; Bibliography; Index.