LEADER 04225nam 22005173 450 001 9911020449203321 005 20240527151825.0 010 $a9781119986355 010 $a1119986354 010 $a9781119986362 010 $a1119986362 035 $a(CKB)29310869700041 035 $a(MiAaPQ)EBC31002722 035 $a(Au-PeEL)EBL31002722 035 $a(Perlego)4310640 035 $a(OCoLC)1414456478 035 $a(EXLCZ)9929310869700041 100 $a20231213d2024 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aDecision-Making in Veterinary Practice 205 $a1st ed. 210 1$aNewark :$cJohn Wiley & Sons, Incorporated,$d2024. 210 4$dİ2024. 215 $a1 online resource (273 pages) 311 08$a9781119986348 327 $aHow to determine your success as a clinician -- How to obtain a patient history -- Informed consent -- Risks, benefits, and ageism -- The most important things an owner needs to know -- Euthanasia -- Referrals -- The influence of economics on decision-making -- How to optimize patient outcomes -- Medical errors -- The influence of patient weight on decision-making -- The influence of age and aging on decision-making -- The day of the week matters -- The time-of-day matters -- Serial monitoring of laboratory results -- Overdiagnosis and useful diagnosis -- The minimum database -- In what order should tests be performed? -- Diagnostic errors -- Providing a prognosis -- Inpatient or outpatient? -- The therapeutic trial -- Interpreting therapeutic outcomes -- Setting goals and therapeutic endpoints -- Pain management. 330 $a"During author's 33 years as a small animal internal medicine specialist interacting with patients, clients, associates, practice owners, technicians, and referring veterinarians, and teaching students and interns, he realized that there is an absence of principles or strategies to guide veterinary practitioners in the process of rational decision-making on behalf of patients. This sometimes results in decisions which, when examined retrospectively, appear to be irrational, or difficult to justify based on information in medical records. In author's experience, each hospital has a unique culture or philosophy of practice which profoundly influences the way in which its clinicians make decisions. These influences are known as the "hidden curriculum," where clinicians are implicitly expected to adopt systems and protocols that align with the philosophy of the practice. For example, whether a specific practice customarily sends patients home shortly after routine surgery or keeps these cases in the hospital overnight. Some practices encourage their clients to pursue diagnoses while others prioritize therapeutic trials. To mitigate cognitive dissonance and interpersonal conflicts, most clinicians unknowingly modify their behaviors to align with each hospital's expectations. This process of doing what is expected of you or what your employer has done preceding you, is quite understandable. But when scrutinized, this practice tends to diminish care uniquely tailored to each client and patient in lieu of adhering to historical precedents or hospital-based protocols. Such behaviors are often justified by statements such as "That's the way we've always done it." These arguments delay a willingness to embrace new scientific evidence or practice in accord with evolving societal expectations. Many of these expected actions also conflict with what veterinary students have been taught are evidence-based approaches to practice"--$cProvided by publisher. 606 $aVeterinary Medicine$xmethods 606 $aClinical Decision-Making 606 $aProfessional-Patient Relations 615 12$aVeterinary Medicine$xmethods. 615 12$aClinical Decision-Making. 615 22$aProfessional-Patient Relations. 676 $a636.089 700 $aKipperman$b Barry$01837718 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9911020449203321 996 $aDecision-Making in Veterinary Practice$94416520 997 $aUNINA