A ward round in the intensive care unit ended with more questions than answers for the team. Only after seeing 10 critically ill patients did the hard work start: it was clear what was needed to help patients survive, but working out the “why” was more difficult. We knew that we needed to start steroids in a patient with septic shock—but why? We quickly decided that a patient recovering from a brain injury, who was weak, needed a tracheotomy—but why? And we’d already booked a brain scan for a patient after a cardiac arrest—but why? These were the questions I set the team to work on, to find the reasons behind our decisions. Ultimately, these decisions didn’t need me to make them: they were based on established international guidelines. Anyone who can follow a flowchart or use Google would have come to the same conclusions. But …

中文翻译：

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Matt Morgan：不要忘记“为什么”


重症监护室的查房结束时，团队的问题多于答案。只有在看过 10 名危重病人后，艰苦的工作才开始：帮助患者生存所需的条件很清楚，但弄清楚“为什么”则更加困难。我们知道我们需要在感染性休克患者中开始使用类固醇——但为什么呢？我们很快决定，一名脑损伤恢复期的虚弱患者需要气管切开术，但为什么呢？我们已经为心脏骤停后的患者预约了脑部扫描——但为什么呢？这些是我让团队努力解决的问题，以找到我们决定背后的原因。最终，这些决定不需要我来做：它们都是基于既定的国际准则。任何能够遵循流程图或使用 Google 的人都会得出相同的结论。但。。。