The annual British Social Attitudes survey has now reported its conclusions on the UK public’s level of satisfaction with the NHS in 2015. There’s a significant disappointing shift compared to the previous year’s results. Overall levels of satisfaction have declined and levels of dissatisfaction have increased. You may, or may not be surprised.
As a result, it would be very easy to create a piece of writing here which would be in very stark contrast to the blog we posted in response to the 2014 report at this time last year. That post had the headline ‘Dare to be optimistic in the NHS?’ The previous 2014 report found satisfaction to be at its second highest level ever and with the lowest ever reported level of people who stated they were dissatisfied. The title ‘Dare to be optimistic in the NHS?’ ended with a deliberate question mark. It went on to explore the subject of the implications of optimism and pessimism.
This new blog post will deliberately be neither uplifted nor downcast by the latest 2015 satisfaction report. Instead we will consider the differences between facts and opinions and how this has relevance to everyday leadership.
The British Social Attitudes survey’s conclusions emphasise that ‘public satisfaction cannot be interpreted as a straightforward indicator of NHS performance’. However, when the figures improve the Government of the day will claim the results as a triumph of their actions. In sharp contrast, any decline will be used by the opposition to robustly challenge the present policy-maker’s direction and decisions. This would appear on the face of it to be a valid course of action in each case.
Public Satisfaction with the NHS in 2015 collates the opinions of a sample of the population. Some of the survey’s facts which may be worth taking note of include:
- The percentage ‘very or quite satisfied’ was statistically higher in the 75+ age group compared to respondents 18-34.
- The score for ‘very or quite satisfied’ was higher for those who had experience direct contact with NHS in-patients over the past year.
These points are interesting when you consider the population aged 75+ are more likely to have had treatment than the younger age group. Could there be a difference in expectations? Could the younger group were observing factors in the care of their grandparents that they were not happy with? Could there be other factors at play?
Returning to the political arena there was a ten percentage point drop in ‘very or satisfied’ amongst Labour voters, whereas there was very little change in the opinion of Conservative voters and even a small increase with Liberal Democrats – despite their party no longer having any direct influence in government.
We also have to bear in mind that Labour voters reported an 11 percentage point jump in 2014’s survey compared to the previous year and that there is a 95% certainty level claimed the data. Pollsters can and do get it wrong – look at last year’s election and others from recent history. Could it be that nothing has actually changed at all? Should such reports just be ignored as yet another meaningless bit of NHS bashing?
Well that’s a matter of opinion!
Medical leadership involves engaging others in opinion development on a daily basis, particularly when dealing with motivation and influence. We offer our opinions and, ideally, we listen to and work with theirs. Unfortunately it is human nature that we often fall into the trap of the confirmation bias. Both leaders and those we are trying to influence can be guilty of forming our initial opinion, then seeking out facts to support this. We then interpret any other facts which we encounter according to whether we believe they confirm or clash with our preconceived notions.
However, doctors are trained to practice evidence based medicine: to determine and work with the hard facts; to identify patterns, connections and implications; consider valid options and then choose the correct course of action in their opinion.
Opinions which are not based upon sound fact can be problematic in numerous ways. However when we move into the arena of medical leadership, the opinions of those that we seek to influence are themselves facts – regardless of how they have been developed. It is a fact that they hold their opinion and we have to work with this if we are to make progress.
How does the evidence based medicine approach compare to the way that you seek to engage the opinion of others beyond decisions which are related to direct individual patient care?
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