PLAB 2 Mock test feedback:: Medical Ethics: Colleague with Alcohol Problem

Practice this case with the AI patient 🤖

Mock Date: 11/08/2025
Case 1:
Topic: Medical Ethics; CaseUID: ManagingColleagues1
Case Name: Colleague Alcohol Problem
Action Items:
Practice and Review the case in the OSCE workbench:	Click Here
Watch the (Private) Mock Test Video Recording:	Click Here
Read the Case Blog:	Click Here
Additional Resources:	Click Here
Deep Dive into your (Private) performance below:
Scenario Summary:
You are an FY2 doctor in the surgical unit, and you need to address a sensitive issue with Griffith Hammerman, a new FY1 doctor in your department. Griffith has been drinking heavily since a recent breakup and has come to work smelling of alcohol. You have arranged a private meeting to discuss this matter.
My Performance:
🔍Let’s Deep Dive into your performance:
The Domain-wise evaluation shows areas where you did well and others where you have room to grow.
A "Yes" means you covered that point effectively
A "Partial" indicates that you did some of it well but missed some key details.
A "No" means there was an important opportunity that wasn’t addressed.
Don’t worry if you see several areas marked "No" or "Partial"—this is common and simply highlights where you can focus your learning.
By reflecting on these areas and practising, you’ll be able to improve and feel more confident in your consultations. Remember, every bit of feedback is an opportunity to grow, and you’re on the right path by taking these steps.
Timestamps are provided to show exactly when during the consultation you covered or missed key points. Reviewing these can help you see how well you're managing your time and where you might need to be more efficient in addressing important areas.

Domain	Point	Response	Remarks
Data Gathering	Colleague identifiers: Confirm Griffith Hammerman's full name and role in the surgical unit.	Partial	You only confirmed “Griffith” and did not check his surname or his exact role in the surgical unit. In a real consultation, make sure you clarify both early on — it helps to avoid misidentification and builds a formal, professional start.
Data Gathering	Confirm the reason for the meeting and Griffith's understanding of the situation.	Partial	You explained it was a “chit chat” to check on juniors, but you didn’t clearly confirm whether Griffith understood that the concern was about alcohol use until much later. Try to be upfront early on about the real reason for the meeting to avoid confusion and defensive reactions.
Data Gathering	Inquire about the frequency, amount, and duration of alcohol consumption.	Partial	You only asked about last night’s drinking; you didn’t explore how often he drinks, how much typically, and for how long this pattern has been going on. Next time, gently ask about regular habits — e.g., “Over the past few weeks, how often have you been drinking and how much?”
Data Gathering	Explore the emotional impact of the recent breakup and its influence on alcohol use.	No	You acknowledged the breakup but didn’t explore how it is affecting him emotionally or whether it has increased his alcohol use. This would show empathy and might uncover underlying stressors you can support him with.
Data Gathering	Ask him if he has seen any patients or done any procedures under the influence, if so then advise him to mention all of them.	Partial	You asked if he saw patients or did procedures that morning but didn’t ask whether he had ever done so on other days under the influence. A broader question would help ensure no incidents have been missed.
Data Gathering	Ask about any previous history of alcohol or substance abuse.	No	You didn’t ask about whether this has been an issue before. A simple, “Has this happened in the past or have you had similar concerns before?” would have been enough.
Data Gathering	Understand the personal and professional impacts of his alcohol use, including patient safety concerns.	Yes	You explained the potential effects on decision-making and patient safety clearly, and he acknowledged your point.
Management	Ethical basis: You must act to prevent harm to patients (non-maleficence) and ensure safe care (beneficence).	Yes	You made it clear that alcohol use can impair decision-making and endanger patients, framing it as part of your professional duty.
Management	Upholding Public Trust: Maintain trust in the profession and uphold high personal and professional standards.	Yes	You discussed how alcohol at work can harm the reputation of doctors and the profession, which maintains public trust.
Management	Discuss the necessity of informing a senior staff member for patient safety and compliance with GMC guidelines.	No	You did not mention that you would have to inform your Educational/Clinical Supervisor. This is a key step for GMC compliance and patient safety.
Management	Encourage Griffith to take the day off and discuss plans to cover his duties.	No	You didn’t suggest he take the rest of the day off despite potential impairment. Always prioritise immediate patient safety.
Management	You have a professional duty to inform your Educational Supervisor (ES) or Clinical Supervisor (CS) immediately. Your ES can help you access support services like occupational health or the Practitioner Health Programme.	No	You did not mention this duty or the support services available — this is a missed opportunity to both safeguard patients and offer structured help.
Management	If the doctor has seen any patient or done any procedures make sure to reassess the patient and the procedures the doctor must have done.	No	You didn’t mention reassessing any patients or work he might have done under influence. This step is critical for safety and for documenting appropriate action.
Management	Offer support in seeking help: counseling, GP consultation, alcohol cessation clinics.	No	You didn’t suggest formal support routes. Instead of general lifestyle advice, you could signpost specific confidential services.
Management	Develop a plan for ongoing support: regular check-ins, counseling sessions.	No	You didn’t set up a follow-up plan. This would help monitor progress and maintain trust.
Management	Assure Griffith that the situation will be handled with confidentiality, involving only those necessary to provide help.	No	While you reassured him you weren’t scolding him, you didn’t explicitly mention confidentiality boundaries. This could help reduce defensiveness.
Interpersonal Skills	Signpost: Explain the structure of the meeting and the steps you will take.	No	You didn’t give a clear structure of what you’d cover. A brief “I’d like to first understand your perspective, then share my concerns, and then discuss what we can do” would help.
Interpersonal Skills	Use empathetic and non-judgmental language throughout the conversation.	Yes	You acknowledged his right to enjoy himself and framed concerns in terms of patient safety, avoiding judgmental language.
Interpersonal Skills	Show understanding and compassion for Griffith’s situation.	Yes	You recognised the breakup and the pressures of hospital work, showing understanding.
Interpersonal Skills	Listen attentively to Griffith’s concerns and feelings.	Partial	You responded to his points but could have probed further into his feelings about the breakup, drinking, or fears about consequences.
Interpersonal Skills	Acknowledge his efforts to cope and his willingness to seek help.	No	You didn’t specifically acknowledge any positive coping or willingness to change. Even a small “I appreciate you being open about this” would have helped.
Interpersonal Skills	Offer reassurance and encouragement, reinforcing that seeking help is a positive step towards recovery.	No	You did not frame seeking help as a positive, proactive step — this would support behaviour change and reduce stigma.

	Feedback Statements:	Needs Improvement
Consultation	Disorganised / unstructured consultation. Includes illogical and disordered approach to questioning. You did not demonstrate sufficiently the ability to follow a logical structure in your consultation. For example, your history taking may have appeared disjointed, with your line of questioning erratic and not following reasoned thinking. You may have undertaken practical tasks or examination in an illogical order that suggested you did not have a full grasp of the reason for completing them or a plan for the consultation.	✔️
Diagnosis	Does not make the correct working diagnosis or identify an appropriate range of differential possibilities.	✔️
Examination	Does not undertake physical examination competently, or use instruments proficiently.
Findings	Does not identify abnormal findings or results or fails to recognise their implications. You did not identify or recognise significant findings in the history, examination or data interpretation.	✔️
Issues	Does not recognise the issues or priorities in the consultation (for example, the patient’s key problem or the immediate management of an acutely ill patient). You did not recognise the key element of importance in the station. For example, giving health and lifestyle advice to an acutely ill patient.	✔️
Management	Does not develop a management plan reflecting current best practice, including follow up and safety netting.	✔️
Rapport	Does not appear to develop rapport or show sensitivity for the patient’s feelings and concerns, including use of stock phrases. You did not demonstrate sufficiently the ability to conduct a patient centred consultation. Perhaps you did not show appropriate empathy or sympathy, or understanding of the patient’s concerns. You may have used stock phrases that show that you were not sensitive to the patient as an individual, or failed to seek agreement to your management plan.	✔️
Listening	Does not make adequate use of verbal & non-verbal cues. Poor active listening skills. You did not demonstrate sufficiently that you were paying full attention to the patient’s agenda, beliefs and preferences. For example, you may have asked a series of questions but not listened to the answers and acted on them.
Language	Does not use language or explanations that are relevant and understandable to the patient, including not checking understanding. The examiner may have felt, for example, that you used medical jargon, or spoke too quickly for the patient to take in what you were saying.	✔️
Time	Shows poor time management. You showed poor time management, probably taking too long over some elements of the encounter at the expense of other, perhaps more important areas.	✔️

Data_gathering	Management	IPS
2	1	2