Thirty-eight healthy women undergoing elective Caesarean section under spinal anaesthesia at term were allocated randomly to receive boluses of either phenylephrine 100 micrograms or ephedrine 5 mg for maintenance of maternal arterial pressure. The indication for administration of vasopressor was a reduction in systolic pressure to < or = 90% of baseline values. Maternal arterial pressure (BP) and heart rate (HR) were measured every minute by automated oscillometry. Cardiac output (CO) was measured by cross-sectional and Doppler echocardiography before and after preloading with 1500 ml Ringer lactate solution and then every 2 min after administration of bupivacaine. Umbilical artery pulsatility index (PI) was measured using Doppler before and after spinal anaesthesia. The median (range) number of boluses of phenylephrine and ephedrine was similar; 6 (1-10) vs 4 (1-8) respectively. Maternal systolic BP and CO changes were similar in both groups, but the mean [95% CI] maximum percentage change in maternal HR was larger in the phenylephrine group (-28.5 [-24.2, -32.9]%) than in the ephedrine group (-14.4 [-10.6, -18.2]%). As a consequence atropine was required in 11/19 women in the phenylephrine group compared with 2/19 in the ephedrine group (P < 0.01). Mean umbilical artery pH [95% CI] was higher in the phenylephrine group (7.29 [7.28-7.30]) than in the ephedrine group (7.27 [7.25-7.28]). The results of the present study support the use of phenylephrine for maintenance of maternal arterial pressure during spinal anaesthesia for elective Caesarean section.
Long daytime and overnight shifts remain a major feature of working life for trainees in anaesthesia. Over the past 10 years, there has been an increase in awareness and understanding of the potential effects of fatigue on both the doctor and the patient. The Working Time Regulations (1998) implemented the European Working Time Directive into UK law, and in August 2009 it was applied to junior doctors, reducing the maximum hours worked from an average of 56 per week to 48. Despite this, there is evidence that problems with inadequate rest and fatigue persist. There is no official guidance regarding provision of a minimum standard of rest facilities for doctors in the National Health Service, and the way in which rest is achieved by trainee anaesthetists during their on-call shift depends on rota staffing and workload. We conducted a national survey to assess the incidence and effects of fatigue among the 3772 anaesthetists in training within the UK. We achieved a response rate of 59% (2231/3772 responses), with data from 100% of NHS trusts. Fatigue remains prevalent among junior anaesthetists, with reports that it has effects on physical health (73.6% [95%CI 71.8-75.5]), psychological wellbeing (71.2% [69.2-73.1]) and personal relationships (67.9% [65.9-70.0]). The most problematic factor remains night shift work, with many respondents commenting on the absence of breaks, inadequate rest facilities and 57.0% (55.0-59.1) stating they had experienced an accident or near-miss when travelling home from night shifts. We discuss potential explanations for the results, and present a plan to address the issues raised by this survey, aiming to change the culture around fatigue for the better.
Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. . Medical education research has not fully addressed this transition or explored ways of improving it for the benefit of patients and doctors.Newly appointed consultants are more prepared for some aspects of their work than others. Training in clinical skills is most positively reported, although even this has room for improvement 2,4 . New consultants feel less well prepared for their management responsibilities 2,4,5 including self- In the light of these issues, a research project was developed to determine the extent to which specialty training provides doctors with the skills they require when they become consultants. 2 MethodA qualitative cross-specialty study was undertaken in the Northern Deanery, UK. The methodology was informed by the constructivist view that knowledge, and therefore meaning, is not discovered but socially Interviewees were from a wide range of specialties including surgery, medicine, A&E, anaesthetics, paediatrics, obstetrics and gynaecology, psychiatry and radiology. Four researchers carried out interviews. The interview schedule for specialist registrars was developed from exploratory interviews with newly appointed consultants and from the literature. Initial analysis of interviews with specialist registrars identified themes which were used to develop interview schedules for newly appointed consultants and medical managers in order to provide triangulation of data. Analysis 3Interviews were tape-recorded, transcribed, and analysed using a framework approach 10. Following familiarisation with the data, a thematic framework was identified from a priori issues, emergent issues (e.g. 'becoming a leader') and analytic issues (e.g. 'exposure to the consultant role'). The framework was then applied to the data through indexing and charting. Finally, through data mapping and interpretation, the key themes within the data set were brought together to address the research question. All authors read transcripts to familiarise themselves with the data and were involved in the identification of the thematic framework and interpretation of the findings. ResultsOverall specialist registrars were very positive about their specialty training.Results focus on areas described as challenging by respondents, and identify gaps in knowledge or practice in different areas: clinical skills, leadership, service management, people management and exposure to the consultant role. Clinical workSpecialist registrars described feeling best prepared for clinical work.They consid...
Aim To measure new consultants' perceptions of their preparedness for different clinical and non-clinical aspects of the role of consultant. Design A cross-specialty questionnaire was developed and validated, containing items asking how well specialty training had prepared respondents for the role of consultant in a number of clinical and non-clinical areas. Responses were on a five-point Likert scale with a 'Not relevant/no opinion' box, and one free text section. Analysis was carried out on 10 scales derived from the questionnaire items through exploratory factor analysis. Participants Consultants who had completed their specialty training in the north of England between 2004 and 2009 and had held a substantive consultant post in the region for <5 years were sent questionnaires in late 2009. Results The effective response rate was 70.6% (211/ 299). Ten factors reflecting areas including clinical skills, communication skills, team and resource management were identified. Overall, higher scores were observed on factors relating to 'providing care for individual patients' rather than 'having responsibility for the system of care'. The lowest scoring factors related to resource management and supervision, with mean scores falling below the scale midpoint. There were no significant differences between specialty groups, or on any demographic variables. Conclusions A questionnaire to measure new consultants' perceptions of how well their specialty training had prepared them for practice was developed and validated. Findings were similar across specialties, suggesting that training programmes in all areas need to integrate higher-level management skills into their curricula, alongside the development of clinical expertise.
There were responses from 71 senior doctors, giving a response rate of 86%, and responses from 78 professional stakeholders in 49 NHS organizations, a response rate of 54%. Results indicate that the programmes were highly valued by the participants, particularly with regard to: being part of a network of senior doctors; developing mentoring skills, and engaging in personal and professional development. The most difficult part of the programme was setting up mentoring networks for junior doctors, and reasons included: personal factors, such as levels of confidence in providing mentoring; cultural factors, such as juniors not wishing to be seen to need help, and organizational factors, such as lack of time allocated for mentoring. RECOMMENDATIONS AND ISSUES FOR FURTHER DEBATE: The positive benefits from the scheme raise questions about how to develop mentoring training for senior doctors. Issues include: developing mentors; who needs mentoring; mentoring and the organization; transferability of mentoring skills, and widening the network.
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