The second part of Nigel Biggar‘s look at the culture war in Britain includes a look at how the professional approach to young peoples’ gender issues became monomaniacal because nobody involved stopped to think for fear of being ostracized (or fired):
On the gender front, there’s plenty of reason to doubt the intellectual coherence of transgender-self-identification. When a biological male believes that his inner, authentic self is female, what exactly does he think being ‘female’ is? I’m still waiting for someone to persuade me that this doesn’t trade on gender stereotypes that feminists rightly taught us to throw overboard decades ago.
Observe how that has nothing at all to do with the care of patients, and how it has everything to do with the self-regard and political standing of the managers.
There’s even more reason to doubt that the well-being of young people is well served by taking their asserted genders at face value and allowing them to align their bodies by making irrevocable physical changes. According to Hannan Barnes’ shocking chronicle of the scandal at the Gender Identity Development Service (or GIDS) at the Tavistock Institute here in London, there was widespread doubt among clinicians about young people’s claims of “an inborn ‘trans’ nature”, awareness that these were sometimes correlated with eating disorders and self-harm, and suspicion that they might be caused by abuse or trauma. Furthermore, the long-term effects of using puberty-blockers were “largely unknown”, there was considerable uncertainty about which patients would benefit from them, and the health of some young patients actually seemed to worsen while on them.
Notwithstanding all this, “the clinical team … never discussed as a group what it even understood by the word ‘transgender'”, clinicians “never dream[t] of telling a young person that they weren’t trans”, and they always prescribed puberty-blockers unless the patient actively refused them. What’s more, expressions of doubt by staff were discouraged. “Someone would raise concerns, and someone else would move in to shut it down”, writes Barnes. “Those who persisted in asking difficult questions were not received well … those who spoke out were labelled troublemakers. [According to one witness,] ‘There were always scapegoats … and they were always driven out one way or another'”. “Junior staff looked on and learnt”.
Note the chilling effect.
The Tavistock Institute in London
Barnes’ book bears the title, Time to Think, because she identifies the general problem at GIDS as that of “not stopping to think”. That, of course, raises the question, Why? Barnes gives several reasons. One was the fact that the GIDS was propping up the Tavistock financially and that senior managers had a material interest in not disturbing its assumptions. Another was the unwillingness to offend transgender lobby groups such as Mermaids for “fear of a backlash”. But, most important of all was concern for the ‘progressive’ reputation of the management. According to David Bell, consultant adult psychiatrist at the Trust and whistleblower, “The senior management regarded [GIDS] as a star in our crown, because they saw it as a way of showing that we weren’t crusty old conservatives; that we were up with the game and cutting-edge. That was very important to the management to show we were like that”. Observe how that has nothing at all to do with the care of patients, and how it has everything to do with the self-regard and political standing of the managers. Not for the first time, the basic narcissism of progressive virtue-signaling is exposed.
Update: Added missing URL.
