Better, A Surgeons Notes On Performance

They serve as pillars of wisdom and guidance while exhibiting communication adroitness with care teams and patients to engineer top-notch medical care. To maintain high standards, effective medical professionals are constantly taking in new information through continuing education, placing providers at the pinnacle of knowledge. Moreover, physicians require affective aptitude as they must convey empathy during patient interactions. All these attributes draw me to seek the personal challenge and resulting responsibilities that are demanded. I desire to become an important contribution to society in a field I am passionate

They can commit to excellence by creating a great working environment for physicians; through efforts such as having plenty of medical supplies in the hospital and offering reasonable pay. When there are available equipment physicians, and other hospital staff remain motivated to carry out their duties and, therefore, will put effort to excel in all their duties; to promise patient satisfaction. Again, medical facilities can create excellence by having a suitable environment for continued learning; seeing as the medical world is full of new discoveries and research findings. Continued learning ensures that the practices that physicians undertake remain important; thereby ensuring that patients feel that they receive high quality services when they visit a hospital (Marley, 2004,

In 2002 he published, Complications: A Surgeon’s Notes on an Imperfect Science. In this novel he uses real life scenarios that he experience while in residence. This book describes the mishaps that Dr. Gawande encountered as a surgical resident. Complications: A Surgeon’s Notes on an Imperfect Science was a National Book Award Finalist. In 2007, Gawande published Better: A Surgeon’s Note on Performance. This book made Amazon’s Top 10 Book list of 2007. Two years later, The Checklist Manifesto: How to get things Right was published. This book focus spoke about checklists in the medical field and how they dramatically raise effectiveness and reduce

Mr. Gawande starts his literature on washing hands. He introduces two friends a microbiologist and an infectious disease specialist. Both work hard and diligently against the spread of diseases just like Semmelweis who is mentioned in the chapter. Something I learned, that not many realize, is that each year two million people acquire an infection while they are in the hospital. Mainly because the clinicians only wash their hands one-third to one-half as many times as they should. Semmelweis, mentioned earlier, concluded in 1847 that doctors themselves were to blame for childbed fever, which was the leading cause of

Gawande in this article applies the surgeon precision to explain to us the reasons behind the uncertainty and the mess of medical care. In addition to this, Gawande provides us with some of the interventions which need to be applied and which will bring relief. This chapter therefore should be read by all students and health professionals. This is because Gawande believes that we can reduce the mistakes within the field of medicine and

"Johns Hopkins patient safety experts have calculated that more than 250,000 deaths per year are due to medical error…" (John Hopkins Medicine). This soaring number has caused medical errors to become the third leading cause of death in the United States. For many people, medicine seems foreign and unknown. People who have lost loved ones due to medical error desperately look for a reason, and many times that blame falls upon doctors. Media has put a negative connotation on doctors as well, causing their reputation to plummet whenever a hospital procedure turns badly. A renown surgeon and author, Atul Gawande, uses his knowledge and experience to give people a new perspective on medicine. In the article "When Doctors Make Mistakes," Gawande uses rhetorical appeals: ethos, pathos, and logos to prove the need for a change in the medical systems and procedures. He analyzes how the public looks at doctors, giving a new perspective to enlighten the reader that even the best doctors can make mistakes.

Surgical Technologists have an important role in the operation room (OR). There are different positions within the Surgical Technology field, including Scrub Surgical Technologist, Circulating Surgical Technologist, and Second Assisting Technologist. Scrub Surgical Technologists have a number of tasks, including prepping the patient for surgery, sterilizing the OR, gown and glove surgeons and assistants, and assists the surgeon and other surgical team members in a number of ways, such as passing instruments and dressing wounds. Circulating Surgical Technologists have a number of tasks as well, including checking patient’s charts, identifying patient and verifying the surgery that will be performed with consent forms, assisting anesthesia

Throughout Sherwin B. Nuland’s book The Doctor’s Plague, Nuland discusses the devastating epidemic of childbed fever. One out of six women to give birth in the First Division at the Krankenhaus hospital in Vienna, Austria was to succumb to this supposed mystery illness. Childbed fever was a harrowing complication not only at the Krankenhaus in Vienna, but all over other parts of Europe as well. Nuland takes us through this occasion and draws his attention to Ignac Semmelweis, an assistant physician at Krankenhaus who unearths the real reason behind the incredibly high mortality rate of expectant new to be mothers. Semmelweis traces the origin of this mysterious illness to the delivering doctors and students of the hospital in the First division

In a controlled experiment he found that having obstetricians wash their hands in a chlorinated-lime solution dropped maternal mortality from 10% to below 1%. He, too, was derided by the medical establishment and, for him personally, the result was tragic. Semmelweis lost his hospital position, was forced to move from Vienna to Budapest and when he wrote angry letters accusing European obstetricians of being irresponsible murderers, he was said to be insane (even his wife agreed.) No doubt he was unbalanced to a degree and in 1865 the forty-seven year old physician was forcibly committed to an asylum. He died there two weeks later, possibly as a result of injuries sustained when beaten by guards, and it wasn’t for nearly another three decades as a result of Pasteur’s work that Ignatz Semmelweis’s findings gained acceptance. In our time, reference sometimes is made to a so-called “Semmelweis Reflex” or “Semmelweiss Effect” which refers to a tendency to automatically reject new knowledge that contradicts established beliefs – in effect, “zombie

 This paper will aim to apply my insights on motivational theory of individuals and teams by developing two initiatives to be put into action at the New Mexico Veteran Administration Medical Center (VA).  It will discuss how I will implement these initiatives and what changes in an employee mindset may be required to overcome any resistance.  It will discuss the positive outcomes I expect, and how I can avoid or minimize negative factors which may cause stress.

The hygiene movement helped in the avoidance of communicable diseases, diseases for example cholera, tuberculosis and water illnesses in large part by modifying the people surroundings. In the 1850s, John Snow assisted in recognized the importance in data collection and documentation. His actions terminated an outbreak of cholera in a district of London. Using the same methodology Ignaz Semmelweis, applied it to restraint fever of childbirth a major source of maternal mortality. The reason that this was happening was that after physicians worked on the death bodies, usually they did not wash their and delivered babies and contaminating both, the mother and the baby.

As I began my medical education my interests had piqued; however, my true passion was ignited when I discovered the stimulating environment of internal medicine. Foremost, with the aid of an exceptional physician preceptor, I discovered that managing a wide variety of pathologies within a varied population is the ideal way to develop a broad clinical knowledge. Additionally, I found that I enjoyed the ‘hands-on’ component that comes with the privilege of performing procedures and resuscitation. Finally, I discovered that managing patients holistically, through collaboration and coordination, is the best way to facilitate excellent patient outcomes. It was after these discoveries that I decided to further my pursuit of a career in internal medicine.

Throughout my experience as a surgical patient, I always noticed three things my medical team never failed to perform: inform, educate, and care for me. Through my frequent visits to the hospital I began to notice that these ideals were essential in every successful physician-patient relationship. As I progressed in my career as a student, I came to realize that the academic and extracurricular activities I was involved in were helping me perform those very qualities.

I never thought of physicians making mistakes, but I came to the realization that doctors do make mistakes and that it is inevitable. However, for me, the difference between a good doctor and a bad doctor is a good doctor admits and shares his or her mistake while a bad doctor makes excuses or denies his or her own faults. Dr. Gawande describes how there is a program known as M & M, which allows physicians to meet and share their mistakes. The goal is to remember what one did wrong and how to correct that mistake. Dr. Gawande stated, “The atmosphere at the M & M is meant to discourage both attitudes-self-doubt and denial-for the M & M is a cultural ritual that inculcates in surgeons a “correct view of mistakes” (Gawande Complications). This not only helps physicians fix their mistakes, but also helps them remember what they did wrong. Dr. Goldman believes that it is important to know these three words: Do you remember (Dr. Goldman TED Talk)? My views have changed as I believe that doctors do make mistakes and that great doctors admit fault and learn from the mistakes. This method is more effective than going through countless cases of medical

As the ASC continued to grow in response to the increasing number of members, the procedures that were internalized not only increased, and were more complex. During that that time of expansion, I help strengthen the collaboration among ASC leadership and personnel to ensure that all surgical initiative is a success. In my role as perioperative educator, I spearheaded the development, implementation and evaluation of training and education via clinical simulation of procedures internalized in the ASC in 2015.