@TheBMA " those in the professional, scientific? and technical sectors) has increased by 80% since 2008"..NHS Healthcare Scientists will be scratching their heads with this one
🌊 Ocean: Sir David Attenborough with Prince William
‘Reflecting on the wonder of the ocean and the legacy of a man who has dedicated his life to telling its story.
Happy 100th birthday Sir David 🐠🐟
"The goodwill of staff, which translates into assumptions about people working unpaid hours, must not be normalised by workforce planners."
In this Editor's Choice @KamranAbbasi asks: how long can the NHS run on unpaid overtime?
https://t.co/ehOu1Y4EjG
"I personally have £120,000 of student loan debt."
Young doctors are saddled with six figure student loan debt and lifelong repayment in “broken” system
https://t.co/MUGnUocLUZ
Got questions about driving? 🚗
Use our online interactive guide to the driving regulations for people with #epilepsy in the UK to find out how the driving regulations apply to you 👉 https://t.co/lJAEL5XUeB
One week remains to participate in the study assessing EEG competence among medical trainees and practitioners worldwide! Take the survey at https://t.co/5mtkpLEJBu
There’s so much change happening at present. It’s easy to feel powerless and overwhelmed, particularly when many of the factors affecting our situation sit outside our direct control.
I enjoy working with new ideas and practices for change (most of the time), but with many of the teams I’m working with now, I keep returning to a classic model: Stephen R. Covey’s ‘circles’ model from "The 7 Habits of Highly Effective People". The practical value is that it draws a clear distinction between (a) big concerns we care about, (b) what we can affect, and (c) what we can directly change through our own actions. Used well, it can help us prioritise better, reduce time spent unproductively “spinning our wheels”, and translate pressure into concrete next steps.
In pressured systems, our attention naturally gravitates to the biggest risks and threats. The problem is that many of those risks sit in the circle of concern, where effort does not translate into impact. The "circles" model is useful because it deliberately redirects our limited time and headspace towards areas where action can produce measurable change.
It also helps prevent a common failure mode in change: treating system constraints as if they are team-level problems. When teams repeatedly try to “solve” issues that require decisions at a higher system level (funding, policy, workforce supply etc), it creates frustration and helplessness. Separating concern from control creates a more realistic basis for action: escalate what needs to be escalated, adapt where adaptation is required, and take action where we have a level of control.
One way I use this model is to ask the team to identify a shared list of current issues, then sort them into concern / influence / control. The circle of influence is particularly important for enabling change in a system, because system change depends on coordination across boundaries—through relationships, alliances, and shared action.
This is not about ignoring the circle of concern. It is about managing it appropriately: acknowledge it, communicate it, escalate it when needed, and then avoid spending disproportionate energy where there is little prospect of change.
The central message of Covey’s model is that when pressure is high, the most effective response is to focus on what we can control and what we can influence—because that is where our effort and energy is most likely to convert into outcomes. All of us can make a difference in the world within our “circle of control” and “circle of influence”. Let’s put our energy where it will count: take the next practical step we can take today, strengthen the relationships that enable progress, and act on the things that we can change.
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