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THE DOCTOR’S
COMMUNICATION
HANDBOOK
EIGHTH EDITION
THE DOCTOR’S
COMMUNICATION
HANDBOOK
EIGHTH EDITION
Peter Tate
Francesca Frame
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
© 2020 by Taylor & Francis Group, LLC
CRC Press is an imprint of Taylor & Francis Group, an Informa business
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Index 123
vii
Preface to the eighth edition
Why would busy, overworked, stressed and burnt-out doctors want to pick up
this book? Because effective and efficient communication is core to all that we
do. We know that poor communication remains the most common reason for
complaints and litigation against doctors. Good communication is not a time-
expensive luxury, but a way of becoming more time-efficient, of improving our
own satisfaction, and that of our patients. Anything that saves us time and helps
us feel more effective in the current climate has to be a good thing.
In the years since the last edition in 2014, the landscape in the National
Health Service (NHS) has changed hugely for all of us. We are under increasing
pressure from rising patient demand, staff shortages, low morale, insufficient
finances and insufficient resources. High-profile scandals involving system
failures in NHS trusts, and criminal proceedings brought against individual
doctors, have produced a climate of fear and a lack of trust. Defensive practice
is pervasive, and morale is low. Francesca recently spent time with a group of
medical students just about to qualify; while this is always a stressful transition,
this group was uniformly pessimistic and negative about their futures, seeing
themselves as cannon fodder in a broken system, and feeling that nothing they
could do would make a difference. Viewed from this perspective, the future
could look pretty bleak.
A serendipitous conversation over a game of golf between two friends led to
an email dropping into Francesca’s inbox titled, ‘The Doctor’s Communication
Handbook, Eighth Edition’ midway through 2018. What Francesca most loves
about this series is the relevance that it has to her own daily work. This eighth
edition hopes to build on that foundation, and to be relevant and useful to both
doctors in training and those who are fully qualified; to be useful both to those
developing their consultation styles and those who think they feel comfortable with
their own established style. There is always scope to improve our communication,
even for those who are experienced.
There is some debate about whether these communication skills are intended
for primary or secondary care doctors. In our opinion this distinction is
meaningless. We are all doctors who are all seeing patients. General practitioner
ix
x Preface to the eighth edition
(GP) practices are evolving rapidly and can now vary hugely, from traditional
practices looking after small populations, to much larger at-scale organisations
which are almost like hospitals in their own right. So, one GP’s experience can
be as different from another’s as the small-practice GP’s is to an accident and
emergency (A&E) or ward doctor’s experience. The delivery of patient care, and
the diversity of structures in which the doctor-patient consultation takes place,
means that the world is no longer a binary primary-secondary divide, but much
greyer and blurred at the boundaries. We hope that this book can be useful
for all.
Indeed, much patient contact these days is not performed by doctors. Nurses,
nurse practitioners, paramedics, healthcare assistants, physician’s assistants
and allied health professionals are just some of those involved. To try and write
this book to encompass everyone was, we felt, straying too far from our brief.
However, the principles of communicating with patients are the same no matter
what your qualification, and we hope that those who are interested will also find
this book useful.
The seventh edition of this book focussed on the huge impact that the rapidly
changing technological world and access to information have had on the doctor-
patient relationship. Not only has our role as a doctor changed, but patient
behaviour has fundamentally changed, and this has continued apace over the five
years since the seventh edition. We would not consider ourselves technophobes,
but the pace of change is scary, and the rapidly changing style of both general
practice and hospital medicine is concerning. New and innovative methods of
consulting are being encouraged and pushed forwards. Artificial intelligence
programmes to help diagnose and manage medical conditions are emerging with
remarkable speed and being heavily promoted in some circles. While change is
necessary and inevitable, and innovation is to be applauded and encouraged, we
must not lose sight of what is important in medicine: the shared understanding
and goals reached by two individuals who try to understand each other from their
own unique perspectives.
For us, the crux of the problem is this: we know that for many patients,
the ability to come and talk about their health concerns, and be listened to, is
hugely important. The act of effective communication alone has significant,
therapeutic benefits, and we worry what the loss of this may mean for future
patients. Some patients may have their needs met by an electronic transaction,
but many will not.
Despite these challenges, medicine remains a fascinating and rewarding
profession, and our unique opportunity to see into the lives of others and make
a difference is a huge privilege. The two authors have worked together to produce
a modern, up-to-the-minute view of the medical conversation. Peter is now
retired from active practice, but for over 40 years has been studying, teaching,
writing for and examining doctors who talk to patients. Francesca is a modern,
practicing, caring GP with a day-to-day understanding of what is happening at
the coalface.
Preface to the eighth edition xi
This book is a guide to help you talk with, understand and share with your
patients, to demonstrate how you can become more efficient and effective in your
consulting, both for yourselves and for your patients. We hope to demonstrate
the vital therapeutic role of good communication. By the end of this book, we
hope you will understand a little more about the patient in front of you, and also
about yourself.
Good reading.
Peter Tate
Francesca Frame
Authors
xiii
1
The essence of good
doctoring: A personal reflection
The patient will never care how much you know until they know how much you care.
1
2 The essence of good doctoring: A personal reflection
My father kept going until 1975, and died suddenly of a mixture of heart
disease, a very unhealthy lifestyle and myasthenia gravis. He was 58 years old
and still single-handed.
I came up from the south to help my mother to clear out his surgery. The old
microscope, the pestle and mortar, the empty gin bottles, and about five years of
British Medical Journal issues, still in their brown wrappers, were piled up on the
examination couch. Dad’s desk was a big one, and the patient’s chair was tatty and
rickety, placed directly in front.
His funeral at the local crematorium was attended by a larger crowd than the
average Sunderland Association Football Club match. So many people I didn’t
know came up to embrace me (a rare thing for Geordies) and said how much they
loved him, but one man stands out in my mind. He sought me out as the crowd
was dispersing. He held my hand and looked at me hard.
‘Peter, isn’t it? And you a doctor, too. Not as good as him, though. Your dad,
he was special. He used to listen to you. Didn’t examine you much’. I had worked
that one out. ‘But he listened, and he knew. He always knew, never wrong, because
he always listened he always knew what mattered’.
This concept of ‘mattering’ was new to me then, and it would have been good to
talk to my Dad about it. It was only a year later, after two episodes of collapse – one
while I was consulting, when my first pacemaker wire pierced the right ventricle and
metronomically paced my intercostal muscles – that the concept became clearer.
Lying in the old Radcliffe Infirmary the fear slowly passed, to be replaced by an
angry emptiness. Nobody wanted to talk to me, no explanations were forthcoming.
Perhaps it was because I was a doctor, but from watching and discussing with other
patients the widespread lack of meaningful communication was plain to see.
I had qualified from Newcastle in 1968 and then run away to sea and spent
a couple of years as a senior surgeon with P&O. This was old-fashioned general
practice – no continuity, though – but you did whatever needed doing. Great stuff.
In 1972, I became a trainee in Kentish Town with John Horder and Mike Modell.
A slightly different breed from my father, they were more overtly academic,
less steeped in the day-to-day and more visionary. They were members of the
Royal College of General Practitioners and – most different of all – worked in a
group, a health centre, almost a polyclinic. Here, there were professionals I had
never encountered before, such as health visitors, social workers, mental health
officers, community psychiatrists, practice nurses and practice managers, and
there were wonderful things like night rotas and embryonic deputising systems.
My overwhelming memory of that time is enthusiasm for general practice.
I took a partnership in Abingdon-on-Thames in 1973 and lasted 30 years
there, until the coronary arteries malfunctioned. I was promoted beyond
the level of my own competence in 1978 to be the Oxford District GP course
organiser. I did not really know what I knew and was not yet entirely clear what
the secret of good doctoring really was; I was aware that it had something to do
with communication. Then I met David Pendleton, a young evangelistic social
psychologist, who had come to Oxford to seek answers about the relationship
between doctors and patients. We became friends, and I took a sabbatical and
went to work with him in the Department of Experimental Psychology. We
Peter’s thoughts on his medical career 3
had an early Sony black-and-white video camera and we started getting our GP
friends, trainers and course organisers to videotape some consultations, so that
we could analyse them, looking for the substance, the kernel, the essence. David
interviewed the patients before and afterwards, and found that their views of
the consultation were not the same as those of the doctor, and often differed
markedly from them. Misunderstanding was the norm. Theo Schofield, Peter
Havelock, David and I were working closely together by this stage, and we felt
that the consultation between doctor and patient needed to be demystified and
the essential tasks clearly delineated. We did this, and out of attribution theory
(why people do what they do) and the health belief model came ideas, concerns
and expectations (ICE), a mnemonic that has spawned a thousand courses, and
we stated that the real essence of any consultation was for both parties to achieve
as genuine a shared understanding as possible.
This, as you know, is a difficult thing to do.
The Consultation: An Approach to Learning and Teaching was published in
1984. Ten years later, frustrated by the relative lack of progress in persuading
others of the goal of shared understanding, a group of enthusiasts, including
Roger Neighbour, Peter Campion, Lesley Southgate and Steve Field, helped by
the genius of John Foulkes, began to introduce the video examination into the
MRCGP. This was an unashamed attempt to influence the teaching curriculum
to move good consulting up the ladder of importance. In 1994 I wrote the first
edition of this, The Doctor’s Communication Handbook, which was intended to be
a user-friendly manual for the new examination. The video examination has come
and gone, and The Doctor’s Communication Handbook is in its eighth edition and
has a new author, but the goal of a shared understanding remains.
What we learned from the 10-year video experiment was that good consulting
is not a natural gift for most of us. It has to be worked at, it has to be practiced and
it has to be critiqued. What all those thousands of videotapes of young doctors
demonstrated most clearly was the very special relationship that patients have
with doctors. As we enter an era of organised discontinuity, we must realise the
main implication of this breakup of the traditional relationship. It means that you
will have to communicate more effectively than me, as you may not get the second
chance that my father and I relied upon.
I will let you in on an embarrassing secret. I like old Westerns. One of my
favourites is John Ford’s Stagecoach (at least I am in good company there, as Orson
Welles is said to have watched it over 100 times before making Citizen Kane). One
of the beguiling aspects of the film is the behaviour of the doctor. We meet him
debt-ridden, fleeing town and hopelessly addicted to whisky. We learn that his
addiction may be related to the unspeakable horrors he has witnessed in the Civil
War, and that he has abandoned all pretence of professionalism and sobriety. He
insinuates himself shamelessly with a mouse of a whisky salesman, and as the
stagecoach rolls along through Indian country he drinks the poor man’s wares.
Then, of course, comes the dramatic twist – the young cavalry officer’s wife goes
into labour at a stage halt, and medical skills, as well as plenty of hot water, are
called for. In one of the subplots the socially despised ‘tart with a heart’ has to act
as midwife to the upper-class lady. The doctor sobers up dramatically with the
4 The essence of good doctoring: A personal reflection
help of plenty of hot coffee, and proceeds to perform the necessary medical duties
through a difficult but successful birth. So far, so clichéd, but good nonetheless.
However, it is the scene after the birth that is most revealing. In the dark semiotic
corridor, the prostitute pours out her problems to the doctor. Should she go away
with the handsome young Ringo (played, of course, by John Wayne)? Should she
tell him ‘the sort of girl she is’? Could the doctor stop him going to a showdown
where he will almost certainly be killed?
The point about these questions and requests that she directs at the newly
rehabilitated doctor is that none of them is remotely medical. He is bemused
but kindly and does his best, but why does she ask him these deeply personal
questions? Of course, it is because she trusts him, and that is because he has just
proved himself, despite all of his past failings, as worthy of that trust.
You are going to be trusted, whether you like it or not. You must consider this,
as it is very important. What British doctors possess, almost uniquely, is a relative
freedom from financial pressures. Our opinions are almost unbiased and our patients
know that. This is something worth fighting for – retaining our patients’ trust.
After 5000 years the role of the doctor has changed. You will be the
interpreters of health-related information. To fulfil this role you will need
knowledge, medical expertise and good organisations, but you will also need
certain internal drivers that will help you to help your patients in an ever-
changing world. You will need to fight to retain your relationships with patients,
where your very presence raises hopes and offers a little magic, and perhaps
the more you are known the more your patients may derive succour from just
knowing you. Therapeutically, you become a very small sea wall between them
and the vast ocean of life.
So, what are these internal drivers that lead us to the very essence of your job?
There are three of them, I think. First and perhaps most important is curiosity –
a desire to discover what really matters to your patient. This leads, second, to a
need to help your patients to understand, which leads, third, to an understanding
of trust. Trust is there, whether you seek it or not, so perhaps it should drive you.
These three drivers were important to my father, and helped me through my own
career, and perhaps they will help you in yours.
Both my father and I qualified from Durham/Newcastle University. My
father knew and told me of the great Geordie paediatrician Sir James Spence,
commemorated at the Royal Victoria Infirmary to this day. His most famous
quotation is as follows:
LET US BEGIN
What we hope to do over the next 11 chapters is help you develop your consultation
skills to become an efficient and effective communicator of medical knowledge
and wisdom. The starting point in Chapter 2 is the key, the cornerstone, to
understanding how to refine our skills. ‘We don’t have time for this!’ we hear you
cry, but that is in fact the whole point.
Efficient and effective communication saves time. More than ever, doctors are
working in a resource-poor system; there is not enough time, money or workforce.
We believe this is what makes efficient and effective communication so important
right now, not just for the safety and well-being of our patients, but for us as well.
Good communication is not a luxury, and it does not require money or even
extra time. All you need is a willingness to keep trying and a want to improve.
It does not really matter, as we said in the Preface, what type of doctor you are
or where you work. We feel it is simpler to try to forget our different roles and
reduce ourselves down to our basic elements: a doctor having a conversation with
a patient. With us so far? Then let us begin.
REFERENCE
Tongue JR, Epps HR, Forese LL. Communication skills for patient-centred care:
Research-based, easily learned techniques for medical interviews that benefit
orthopaedic surgeons and their patients. J Bone Joint Surg Am. 2005; 87: 652–8.
2
Ideas, concerns and
expectations
Those first encounters with real people who have come to you for help in the
hospital or the outpatients department are very daunting. We all suffer the anxiety
of being found wanting, of getting it wrong, of being harshly criticised by our
teachers or, worst of all, just looking foolish.
The best way to start is to think ourselves into the role of patient.
After all, this is not too difficult – we have all been ill at some time and we all shall
be again. When people become ill they ask themselves several questions, such as:
7
8 Ideas, concerns and expectations
Think of the last patient you saw. What questions do you think they had asked
themselves? Imagine that last patient was you. What would you be asking yourself?
Let us suppose that the last patient you saw was in surgical outpatients and she was
a 35-year-old woman presenting to the clinic with a nodular goitre. You have taken
her history and found out that she is married with no children. She first noticed a
swelling in her neck about six months ago, she went to her GP three months ago, and
she has waited for the outpatient appointment since her second visit to the GP two
and a half months ago. The GP has stated in his letter that the thyroid function tests
were borderline normal and that there is no family history of thyroid disease. In your
detailed and systematic history taking you have not discovered any symptoms referable
to the thyroid gland, but the patient does seem to be rather anxious. Examination
confirms a moderately enlarged gland with multiple small nodules, everything else is
normal, but the patient seems to be slightly trembly and perhaps sweating more than
you would expect. Now step aside from your history and examination and ask yourself
what she might be thinking and feeling. Now do it again.
Let us just consider some of her possible thoughts and feelings. First, she is certainly
frightened. Hospitals are terrifying places to most people – they are pain and death
boxes with a funny smell. She is also afraid of the staff, especially the doctors, including
you. Doctors are frightening for several reasons, not least their association with the
mysteries of life and death. They also tend to be dominant, powerful figures who
have control over one’s immediate and even long-term future. This patient knows
that many doctors do not say very much, and what they do say can be difficult to
understand. She also knows that doctors usually do not tell the whole truth.
She is also very concerned about herself. She has a lumpy enlargement in her neck,
which to her is cancer until proved otherwise, and she will take a lot of convincing
because her aunt died of cancer of the gullet (oesophagus to you) and she had lumps
in her neck. She remembers that her aunt’s doctors lied to her aunt, and that the
treatment was horrible and ineffective. She has vaguely heard about the thyroid gland
and knows from a friend that one of the treatments is radioactive. This concerns her
because she desperately wants children, she knows time is passing and she fears that a
dose of radioactivity may put paid to her chances forever. She is also afraid of having
an operation because she has never been in hospital and hates the idea of being ‘put to
sleep’. She does not wish to lose control. She also knows from friends, television and
everyday experiences that operations can go wrong, and the neck seems to be a pretty
dodgy place. Her husband produced a bundle of printouts from three websites he had
found on the internet about the thyroid gland. She did not understand much of this
information and could not bring herself to read some of the more alarming bits. She
Some early truths to remember 9
wishes that her husband was with her but worries that he has not really wanted to
talk about her neck or her coming to the hospital. She wonders if she is now ugly and
unattractive. The bottom line is that she does not want to die.
The above description is only an imaginative guess at some of our patients’
feelings, but how much of this did your history reveal, do you think? Are these
details just added/extras, or is it important to know? Hopefully you feel it is
important, but not everyone would agree. If you do not agree now, we hope we
can change your mind. Read on.
Imagine you recite the findings of your history and examination to your chief.
She listens and asks both you and your patient (let us call her Mrs Arthur) a few
clarifying questions and examines the thyroid gland herself. She excuses herself
to Mrs Arthur and discusses the options with you while the patient listens.
Dr [smiles at Mrs Arthur and leaves the room, saying]: My junior colleague
will explain it all to you. Don’t worry, you are in good hands.
* Before continuing, we should mention that this example was used in the first edition
of this book in 1994. This is the recommendation of the British Medical Journal
article on the subject:
Uncertainty about the benefits and harms of immediate treatment for low risk
papillary thyroid carcinoma should spur clinicians to engage patients in shared
decision making. This will ensure treatment is consistent with the evidence
for the subtype of cancer that they have and with their preferences. Some
patients may prefer not to have aggressive treatment of small, low risk thyroid
cancers, especially those patients where the risk clearly outweighs the benefits
of treatment (for example, older patients, patients with other malignancies, or
patients with severe comorbidities). Patients can be reassured that if nodules
later show more aggressive behaviour the evidence suggests no additional
harm from delayed surgical treatment. (Brito et al. 2013, f4706)
10 Ideas, concerns and expectations
How well do you think you would handle this? What would you say about the scan?
What do you think the patient’s feelings would be on her way home? What might she
say to her husband? Would she come back for the 131I treatment? How helpful was
your history in this context? Mrs Arthur will appear again later, so keep her in mind.
Now think about the last time you were ill. If you are always healthy, take a
moment to get into role and imagine waking with a severe sore throat with a lot of
swollen neck glands and feeling pretty ropey. Do you go to the doctor? If so, why?
If not, why not? What did you tell yourself was happening? What was your worst-
case scenario? Did you/would you have anyone to confide in? Did you/would you
share your fears? What questions would you ask yourself?
Let us go through some of your possible questions and answers:
1. What has happened? It’s probably just a virus – Max had it last week.
2. Why has it happened? I’ve been working late, a bit overtired, my resistance is a
bit low.
3. Why has it happened to me? Rotten luck, but I always get these things – Max
sneezed over me.
4. What should I do about it? Dose myself up with soluble aspirin and it should
just go away.
5. Is it serious? No, it will be gone in a few days.
But what happens if your exams are two weeks away or you have a trip to the
United States planned for next week?
I feel awful. Really, really bad. Too bad for a cold. It must be flu at the very
least. I bet I got it from Max. He was coughing and sneezing all over me
last week. It might be streptococcal, so a trip to the GP for some penicillin
might help. I wonder if there is any on the ward I could have. I shall have
to get some soluble aspirin.
Some early truths to remember 11
Help, I hope and pray it’s not glandular fever. If it is, that’s the exams down
the tubes, and it can lead to Hodgkin’s, can’t it? What if it’s worse? I mean
acute leukaemia can start like this. I have been worrying about my immune
system for some time. I haven’t caught HIV from that needlestick in A&E,
have I? No, that’s silly, but it could turn into quinsy like that poor bloke on
the ENT ward last week. His tonsils were so big he couldn’t breathe. If I don’t
get this fixed pretty quickly, next week’s trip to the United States is finito.
Now think about Mrs Arthur again and consider what sorts of things were going
through her mind before she went to her GP for the first time. What she did
not do was go to them with a nodular goitre. She went because she had certain
ideas about the lumpy swelling in her neck. She had several concerns and a few
hazy expectations.
Nobody goes to a doctor with just a symptom. They go with ideas about the
symptom, with concerns about the symptom and with expectations related to the
symptom. Even in this modern age of endless quantities of information at our
Triptych: Ideas, concerns and expectations. (By Peter Tate [mixed media].)
12 Ideas, concerns and expectations
fingertips, and patients with much more detailed ideas, concerns and expectations,
the principle is unchanged.
REFERENCE
Brito JP et al. Thyroid cancer: Zealous imaging has increased detection and
treatment of low risk tumours. BMJ. 2013;347:f4706.
3
How doctors talk to patients
and why
The two words ‘information’ and ‘communication’ are often used interchangeably,
but they signify quite different things. Information is giving out; communication is
getting through.
Sydney J. Harris
For over 5000 years now, the basic style of doctoring can be described in the modern
ethical jargon as beneficent paternalism. The medical profession has thus adopted
a well-meaning parental role in most patient encounters. Doctors have acted on
behalf of, and for the good of, their patients. They have also wielded power over
them. This role, which is taken for granted by our society, produces recognisable
patterns of behaviour, which are disease-orientated with a strong tendency towards
authoritarianism. This behaviour affords the doctor some emotional protection –
in fact often more perceived than real – and is one of the most important reasons
why many doctors find a more sharing approach so difficult.
AGENDAS
One approach to thinking about the ways in which doctors communicate is
to consider the agendas for both doctor and patient. Figure 3.1 demonstrates
diagrammatically the possible spectrum of doctor communication behaviour
with patients.
The right-hand side of the graph is nearly all doctors’ agendas, with only the
presenting complaint coming from the patient. As the doctor’s style moves to the
left, more and more of the patient’s agenda is taken on board, until at the left-hand
13
14 How doctors talk to patients and why
Beliefs
Hopes
Fears Secondary problems
Hidden problems Perceived problems
Expectations Perceived effects Information gathering
Fact collecting
Analysing
Further questioning
Clarifying
Interpreting
Verifying
Doctor’s agenda
Sharing understanding
Patient-centred Doctor-centred
end of the graph it is nearly all the patient’s agenda. Most hospital doctors and still
the majority of GPs tend towards the right-hand end of this model. This is not too
surprising, as it is the way we are taught and for many UK GPs, frighteningly, the
way they are currently paid. The QOF (Quality and Outcomes Framework, the
annual payment and incentive programme for GPs) has been criticised by some
for engendering a ‘tick-box’ way of working, with GPs financially incentivised to
investigate, prescribe or manage according to the QOF criteria, with little room
for the patient’s agenda. QOF ended in Scotland in April 2017, and has been hugely
pared back in Wales in 2018/2019. In England, a QOF review has been undertaken,
but the future is still unknown at the time of writing.
The whole act of taking a history is doctor centred, and it is not necessarily bad
in itself. Medical thoroughness and good pattern recognition are a hallmark of this
style when practiced well. As an example of doctor-centred behaviour, imagine
Mrs Arthur’s first outpatient appointment. It could go something like this:
Dr: Good morning, Mrs Arthur. Your GP says you seem to have a
problem with your thyroid gland. Tell me, have you lost weight?
Mrs A: No.
Dr: Any hot flushes?
Mrs A: No.
Dr: Feeling tired or slowed up?
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