ABSTRACT
In this fi nal chapter the salient messages will be re-worked with particular reference to the GP as a team leader, looking at some problem areas and practicalities, followed by a concluding summary. Th e processes of general medical practice, according to the UK model within the NHS, will be trawled for areas of pressure, conundrum and challenge. Th is may be of some interest to practitioners elsewhere since, ultimately, GPs everywhere show remarkable convergence in their daily concerns. What emerge are lists, hints, opinion and speculative answers that may have scant reference to any evidence base. Brainstorming has validity as a process tool even while lacking strict prioritisation or even feasibility. Each of us, in our small corner, has to SWOT analyse (strengths, weaknesses, opportunities and threats) the circumstances of practice in order to refi ne our systems and discover new responses. GPs tend to be creative
about how they work. Th ey have contributed greatly to the success of the NHS to date and, no doubt, they will continue to rise to the challenges.
