ABSTRACT
This chapter discusses some important 'people' skills. Communicating with the public is part of the medical manager's job, particularly when there is consultation over planned service changes. In this case there will usually be a communication strategy worked out by specialists in the organisation. Some organisations have policies to reduce information overload, for example by restricting those who can authorise emails with wide circulation. Negotiating skills are identified as a deficit by doctors new to management. The sheer complexity of the health system demands good management and a culture of cooperation. In fact, services only survive because of the flexibility and cooperation of the doctors who actually do the work with patients. Part of the purpose of iteration is to enable managers to get an accurate picture of the services they manage. Part of the purpose is to develop mutual understanding that managers appreciate the pressures and complexities of clinical reality and clinicians appreciate the pressures on managers.
