Enough's enough: conversations with myself and other practitioners.

Amidst considerable media focus on the stresses and strains on health services personnel who choose to leave the service, the author interviewed child mental health colleagues about how they coped with organizational stress in the UK National Health Service (NHS). The themes that emerged suggest that clinical staff feel senior managers have lost touch with what is described as the primary task - that of caring for the children and families that use the service. Practitioners feel undervalued and overwhelmed by nonclinical activities. Although stressed, the kinds of coping mechanisms described are likely to maintain high levels of stress, rather than reduce them. It is suggested that the cognitive dissonance paradigm explains both the stressful nature of practitioner experience and the tendency for clinical staff to work even harder in circumstances of perceived oppression. Perceptual Control and general systemic theories may help provide a framework in which to understand the dynamic forces at work that maintain the clinical and senior management groups in a state of perpetual conflict.