EBME Forums Forums Free discussion Free discussion Defining 'Competent'

That’s a nice distinction, Robert. But have you ever encountered, within the NHS, a tech being “forced” by his boss to do something he wasn’t comfortable doing? The managers that I’ve come across have never been that, shall we say, confident (mores the pity, I might add)!

Of course, it is always possible to be confident, but not competent (what you meant by “know-it-alls”, I guess). What we want is both, a tech who is both competent and confident (and that goes for managers too)!

Most of us at the Biomed technical grass roots end strive to be both Geoff and you hit the nail on the head when you say that it should be the same for managers too, how many are actually trained, and to what standard ?, how many are competant or confident to manage manpower delivering Biomedical Engineering Services ?
In the NHS or private sector I can tell you, not very many Im affraid, management, lack of it or poor, is the main reason I do so many grant searches and business plans to enable folk to bid for the work themselves !

Very intriguing topic Geof, Alf, Rojo, John.

Competent=suitable, sufficient,capable,legally qualified,permissible, legal power or capacity.(dictionary)

Capable=having ability or skill to do,competent,susceptible, suitable for,adapted to.(dictionary)

just for reference in case we all loose our way.

One point to consider about managers is that many have worked their way up to the lofty heights. What many lack is suitable management training. All too often they are dropped in the deep end and have to learn the hard way. I speak from experience. My induction consisted of coffee, a tour round various areas to meet some people, lunch and was then told 'ok, you've had the tour, you're in charge.'

I would not say that at the time I was either 'confident or competent' as a manager. However, I have since arranged and been on various courses (financial management, various HR types, leadership etc etc). I would now consider that I am both, but only through the training and experience. This is just an example which, I am sure, is oft repeated.

It is the usual story. How do you get to be experienced without being able to do the job? What we tend to lack is a system for succession planning. Difficult I know. Especially when the guy at the top may be there for another 10 - 15 years.

Remember the Peter Principle, which states that everybody is promoted to one level above their own level of competence.
Of course he was only talking about the teaching profession. Wasn't he?

So a junior starter technician has the competence of......
In the NHS it is often a case of promoting a person then them learning how to do the job rather than training a person up to do a more senior post. So enevitably a person in a post will not actually be proficient for their initial time in a post.
Robert

I think Dr. Peter was talking about bureaucracy in general, Alastair. But if a person does, indeed, accept one promotion too many, surely he (she) can do the honorable thing and step down? Or doesn’t the largest employer in Western Europe have procedures allowing such a simple thing?

As an interesting (?) aside, my hero Peter Norton, of PC computing fame, uses “Peter’s Principles” to amplify particular points in some of his excellent books, and for a moment there I thought that was what you were referring to. Then I blinked a couple of times and realised I was still on the ebme site. Peter Norton – now there’s a competent guy for you!

Just to enlarge on the compentency of management:

Vintage stuff indeed, Chris. But how does that fit with the scene at the UK National Health Service, I wonder?