Internal Medicine

Download Disaster Rules by Rob Russell, Timothy J. Hodgetts, Peter F. Mahoney, Nicholas PDF

By Rob Russell, Timothy J. Hodgetts, Peter F. Mahoney, Nicholas Castle

The eighty ideas you must arrange for motion in a clinical disasterHere are eighty catastrophe administration principles to mirror on, take into account and stick with within the fast aftermath of an incident regarding mass casualties. every one rule is a single-page lengthy, offering the basic info to notify the most typical severe judgements you'll have to make in both a civilian or army environment.Written by means of clinicians with deep medical and operational adventure, those ideas are concise evidence-based directions for all clinical group of workers facing mess ups on the scene or in medical institution. in line with the main Incident clinical administration and aid approach generally followed within the united kingdom, mainland Europe, Australasia and NATO, they're either authoritative and powerful.

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Where an individual Service is not needed it will rapidly scale down. As the Police have the duty of investigation, their presence is likely to be enduring after the hazard control and casualty rescue phases (see Rule 11). References 1. Advanced Life Support Group. Major Incident Medical Management and Support: The Practical Approach. London, BMJ Books; 2002, 2nd edition. 2. Steedman D, Gordon M, Cusack S, White M, Robertson C, Little K. Lessons for mobile medical teams following the Lockerbie and Guthrie Street disasters.

Redmond A. The work of the south manchester accident rescue team (SMART). Injury 1990; 21: 21–24. P1: SFK/UKS P2: SFK c02 BLBK334-Russell 22 Color: 1C September 10, 2010 8:49 Trim: 216mm X 138mm Chapter 2 Rule 11: The end of the incident does not end the need for medical support In the initial phase of a major incident, there is an escalating response from all the emergency services with the aim of saving and preserving life. Even after all live casualties have been removed from the scene there will be a requirement to maintain a level of medical support, while other services continue forensic investigation, then site clearance.

This is the concept of ‘bounded rationality’ where decisions are made on incomplete information, but it is judged to be enough information. Events during a major incident are time-critical: a delay in decision-making because of a desire for further confirmatory evidence must not be allowed to paralyse the command and control process. Indecisiveness within the command chain will result in personnel doing ‘their own thing’, which is not likely to represent the best use of resources. Potential commanders at all levels may develop the speed and accuracy of decision-making by regular practice during realistic training exercises.

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