There’s a form I have to fill in at work every quarter, in which I’m invited to answer the question ‘How are you?’ with an integer. The instructions say that I ought to ‘rate how things are feeling 1-10’.

Anyone who knows me well enough will be unsurprised that I have a cut-and-paste paragraph that I shove in the box intended for an integer. It explains that I am declining to answer in the requested format because I cannot summarise how I feel in that form, and that I find the question inappropriate and mildly offensive.

Nobody has ever questioned my response.

I was reminded of that when I read this article by Elisabeth Rosenthal in The Atlantic. As a doctor, Rosenthal admits that she has asked many patients to rate their pain on a scale of zero to ten, but reflects on how useless this question is when asked to rate her own pain:

Pain is a squirrelly thing. It’s sometimes burning, sometimes drilling, sometimes a deep-in-the-muscles clenching ache. Mine can depend on my mood or how much attention I afford it, and can recede, nearly entirely, if I’m engrossed in a film or a task. Pain can also be disabling enough to cancel vacations, or so overwhelming that it leads people to opioid addiction. Even 10+ pain can be bearable when it’s endured for good reason, like giving birth to a child. But what’s the purpose of the pains I have now, the lingering effects of a head injury?

The article dives into the history and future of this kind of pain scale and was a great read: it’s well worth a few minutes of your time.

The image at the top of this post was generated by DALL·E 3.

In The Times last week, Matt Chorley wrote about a focus group’s reaction to the Government’s oft-repeated plea:

In the meantime, Sunak presses on, vowing to listen to voters while refusing to change. “Stick with the plan that’s working.” On our most recent Times Radio focus group of swing voters, we asked about that slogan. “Which plan’s that?” scoffed one. “And what’s working?” said another, before they all descended into guffaws.

This was still ratting around my mind when I saw this laminated sign above a hospital bed—not in deepest mid-winter, but on a glorious spring afternoon:

This isn’t a one-off: it has become the norm in many NHS hospitals these days. It’s this graph of the relative collapse capital spending in the NHS made photographic:

‘Which plan? What’s working?’ might be the most apposite piece of political commentary in years.

Last weekend, I read a brilliant article in the FT Weekend about a call centre which receives emergency calls from people trapped in lifts—the people who answer when you press the ‘alarm’ button.

It was written by Aidan Tulloch, who I’ve never come across before, but who is clearly a remarkably talented writer of lyrical and absorbing journalism. It’s a truly absorbing piece that’s worth reading for the quality of the writing alone.

I haven’t been able to get the article out of my head since I read it, and during a conversation with a colleague about something entirely different, I suddenly realised why.

In England, as in most countries around the world, doctors must notify health authorities if they suspect someone of one of the diseases set out in legislation. This allows other doctors—like me—to take action to protect the wider population from whatever threat that disease might pose.

From a process mapping perspective, this is straightforward: one doctor has information that another doctor needs. There are myriad routes to streamline or automate the communication of that message. A lot of the time, that would be enormously beneficial.

But my colleague and I were reflecting on how much more there is, sometimes, to those conversations than a simple passing over of information. There can be relationship building (‘how are you these days?’); education and clarification (‘that really doesn’t sound typical of disease X, are you sure that’s a likely diagnosis?’); reinforcement of the value of the notification (‘what do you do with these anyway?’); sharing of situational awareness (‘we’ve seen a lot of these lately’).

It might be massively more efficient for Stannah—the lift company in the FT Weekend article—to make buttons in lifts that just send an automated notification of a fault. But they’ve clearly understood that there’s much more to the interaction than that core notification.

The surrounding chat can be as important, and sometimes more important, than the actual message to be imparted.

The image at the top of this post was generated by DALL·E 3.

Crocuses are a lovely reminder that spring is on the way. Both globally and across the UK, purple crocuses are planted to remind us of humanity’s pledge to eradicate polio.

In the years when my parents were born, there were as many as 8,000 cases of polio each year acquired in the UK, leaving many families bereaved and tens of thousands of children with lifelong disabilities. An effective vaccine was developed in the late 1950s, and as a result of the success of its rollout in the UK, there has been not a single UK-acquired case of polio in my lifetime. It’s easy to forget the astonishing and unprecedented progress we made in public health in the twentieth century.

We haven’t eradicated polio worldwide quite yet, though we’re getting close, with only tens of cases reported each year. Two of the three strains of polio have been consigned to the history books. The purple crocuses should remind us that we still need to finish the job.

I had to attend some leadership training this week, which is a cross we must all bear from time to time.

The trainer declared that IQ, as in ’intelligence quotient’, was one of only four jointly conceived attributes which make up a rounded person. The others, for what it’s worth, were cited as the ‘emotional’, ‘physical’ and ‘spiritual’ quotients.

The trainer explained that the word ‘quotient’ shared a root with ‘quadrant’ and was chosen because there were four domains.

My bullshit antennae were firing so intensely at this point that they may have been visible if it wasn’t quite so long since I last cut my hair. Yet, at least the trainer’s misplaced confidence made me spend a few minutes reading around the topic from sources more reliable than the course’s tie-in leadership paperback.

The Oxford English Dictionary says that ‘quotient’ is a direct borrowing from the Latin ‘quotiens’ meaning ‘how many times’ or ‘how often’. In the ‘intelligence quotient’ sense, it’s referring to the quantity of intelligence. There’s no historical or modern sense in which it connects to a sense of there being four parts.

The prefix ‘quadr-’, as I should have remembered from school, comes from the Latin numeral ‘quattuor’.

But what about IQ? I should have remembered this, as I recall presenting on it during a special study module I took in learning disabilities a couple of decades ago. It was created in the early 1900s by the German psychologist William Stern as a standardised figure for monitoring child development: simply divide their ‘mental age’ by their ’chronological age’ and multiply by 100.

EQ is rooted in more modern psychology, while PQ and SQ seem to be modern inventions by leadership gurus, keen to repackage and upsell ancient philosophy.

I may have been cynical about the course, but it clearly has made me learn something.

In my job, one of the trickiest things to consider in outbreak management is the secondary effects of any restrictions. They are often difficult to predict, let alone quantify, yet they can drastically alter the balance of risks.

Imagine, for example, a batch of ready meals which are suspected of being contaminated with a bacterial pathogen yet are destined to be heated and served to hospital patients. I think everyone’s first instinct would be to withdraw the meals to reduce the risk of giving patients food poisoning.

But this decision would not be as straightforward as it first appears. The risk of illness from the meals might well be mitigated—but not necessarily eliminated—by the need to heat them, which will usually kill the bacteria. If the patients are not to have the hot meals, then they will have to be served something else. If that ‘something else’ is, for example, pre-packed sandwiches, then the risk of illness for vulnerable patients from pathogens such as listeria, which are reasonably common in pre-packed sandwiches, might be higher than the risk associated with the hot meals.

In this scenario, the fact that patients must be fed and that there will, therefore, be a secondary effect is obvious and predictable. Sometimes, secondary effects are entirely unpredictable, and you can do no more than take an informed, professional guess. And then, crucially, keep an eye on the impact of interventions so they can be tweaked if necessary.

The same is true in clinical medicine: adding one extra tablet to a patient’s regimen might reduce their risk of developing a particular illness. But it might also increase their side effects, interact with another medication, or be the extra tablet that tips them over the edge into non-compliance with the whole regimen. Well-intentioned decisions can have unexpected secondary consequences.

Kelsey Piper of Vox gave a great example of the importance of considering secondary effects last week. She describes the fact that the US Federal Aviation Authority has done extensive research which has found that it is considerably safer for very young children to fly in their own secured seat, rather than travelling in someone’s lap. They give clear public advice on this, yet—despite all the evidence—choose not to mandate it.

Their rationale is that requiring the purchase of a seat for very young children would make flying unaffordable for many families, and a proportion of those families would choose to drive to their destination instead. Driving is considerably more dangerous than flying, to the point where the FAA calculates that for every life saved by a ‘separate seat’ mandate, sixty lives would be lost on the road.

Sometimes, we can all get drawn into looking only at our piece of any given puzzle, but it’s essential to keep a broad view: you never know when a secondary effect might undermine your action.

The image at the top of this post was generated by DALL·E 3.

Last week, The Times’s leading article asked:

Why should doctors, trained at great expense by the state, not be obliged to serve a minimum number of years in the NHS?

Politicians occasionally suggest that doctors who have been trained in the UK—and who have accumulated an average of £71,000 in debt in the process—should have a period of indentured service to the NHS or else pay a still higher contribution to the cost of their training to be freed from this requirement.

I always wonder why the equivalent suggestion isn’t made regarding politicians themselves. Elections are costly, and when MPs resign mid-term, before the end of the period of service for which they were elected, there is a cost to the public purse of running an election to replace them. Why not require MPs to serve their term or repay the by-election costs if they don’t?

The answer is obvious: it’s in no one’s interest to have a de-motivated, disruptive, non-attending Nadine Dorries of an MP, trapped in a job they want to leave because of a perceived ‘fine’ if they quit—a ‘fine’ that they may not be able to afford. And it strikes me that the same applies to doctors.

The image at the top of this post was generated by DALL·E 3.

I’ve watched enough Aircrash Investigation to know that in an emergency, pilots focus on aviation, navigation, and communication—in that order. It seems like the ‘airway, breathing, circulation’ of the aviation world.

Listening to bits of the COVID-19 inquiry over recent weeks, Wendy observed that often, decision-makers were put off from making a decision due to fear of what might come next. This week’s most-discussed example has been lockdowns: there was much discussion about them being intentionally deployed as late as possible because of the future risk of behavioural fatigue.

I can understand why this happened. I obviously had no part in the decision-making, but before the lockdown was announced in the UK, I remember being sceptical that compliance would be high and thinking that it would tail off quickly. Even as lockdown was announced, I’m reasonably sure I said something like, ‘I bet loads of people go to work tomorrow regardless’. I was entirely wrong.

In retrospect, this feels similar to forgetting to aviate due to focusing on navigation: it’s ignoring what’s in front of the windscreen right now for fear of what might emerge later. In certain extreme situations, that might be advisable. Yet, generally, it’s more sensible to prevent the plane from crashing into the thing in front of the windscreen right now. One can consider whether the manoeuvre has knocked the aircraft off course once the evasive action has been taken.

Perhaps the lesson of the COVID-19 inquiry is the same. Take action to avert the crisis before you, and add nuance and course correction later when the impact is known. Don’t delay essential action because of uncertainty about what might happen later.

The image at the top of this post was generated by DALL·E 3.

They say that history doesn’t repeat itself, but it rhymes.

This morning, I’ve been reading two articles where it strikes me that there is a particular resonance in the themes.

The first is Florence Sutcliffe-Braithwaite’s remarkable account in The London Review of Books of the NHS infected blood scandal: ’We’ve messed up, boys’. This is the first thing I’ve read about these events that allowed me to grasp the totality of the tragedy. It’s a remarkable piece of writing, even by the exceptional standards of the LRB.

The second is Devi Sridhar’s editorial in The Guardian Weekly about the way politicians used scientists in the response to the COVID-19 pandemic. This isn’t quite such a must-read, and I don’t entirely agree with Sridhar’s views but fully support her conclusion that we ought to reexamine the power and independence of Government advisors. This discussion has been bubbling away in public health circles since the creation of Public Health England, which many saw as reducing the independence of scientific advisors.

Doctors and politicians both have essential parts to play in the management of public health crises. Crises require both technical expertise and democratic oversight. Doctors sometimes tend to dismiss the role of politicians by thinking that only technical decisions have weight. Politicians sometimes ignore expertise, preferring their own views or feelings about the right path. The balance isn’t easy to get right, and both doctors and politicians are eminently capable of getting things wrong.

There’s much to ponder in Sutcliffe-Braithwaite’s piece, of which this is only a very minor part. Yet, when reading the two essays in sequence, the spectre of the problematic relationship haunts both crises.

I’ve been the proud owner of a nose for over thirty-eight years and went through more than thirteen continuous years of medical training. Yet, somehow, news of the nasal cycle had utterly passed me by until I read this article by Sarah Zhang in The Atlantic.

Since I learned about it, I’ve been borderline obsessed with it. I already knew that humans effectively have two noses, like we have two eyes and two ears. Each nostril connects to an independent nasal cavity, a complex construction with multiple functions. These include filtering, warming and humidifying air, as well as containing the olfactory epithelium which allows us to smell (and, to a large extent, taste) things. The nose also plays a vital role in speech.

It was news to me that each of the cavities contains erectile tissue similar to that found in the sex organs. Each side alternatives throughout the day in swelling, leading to slight congestion. This ensures that one cavity always has high airflow and the other low. This is important for the olfactory epithelium because different chemicals take different amounts of time to bind, meaning that we need high and low-flow surfaces simultaneously to have the full spectrum of scent. The cilia, tiny hairs which clear mucus, also suspend their usual pattern of beating on the congested side, allowing it to be more moist and hence help humidify the air we breathe.

Even more astoundingly, when one lies on one’s side, it appears that signals from the compressed armpit can induce the nasal passages on the opposite side to open.

Now that I’ve learned this, it’s obvious: I’ve become obsessed with noting which nostril is congested throughout the day. Wendy and I even sometimes ask each other out of mild amazement that we’ve never noticed.

I trust that you, too, will be amazed by this and will spend the next few days noticing with fascination what your nose is up to.