Operational Medicine issues

[haujun]

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As a Brigade Surgeon I am responsible for medical care and readiness of soldiers in the Brigade. Although I enjoyed working and providing medical care to the soldiers I find much difficulty working with non-medical officers and civilian contractors who have no idea of what I do. Has anyone experience these issues? My supervisor (also non-medical officer) tells me that I should work with them. How can I work with them when their solution does not make sense, highly inefficient (much is from their ignorance of medical work etc..) and bring harm to the soldiers. Eventually, I end up addressing the issues with the Brigade Commander, but I am getting tired of this.👎

 

[IgD]

As a Brigade Surgeon I am responsible for medical care and readiness of soldiers in the Brigade. Although I enjoyed working and providing medical care to the soldiers I find much difficulty working with non-medical officers and civilian contractors who have no idea of what I do. Has anyone experience these issues? My supervisor (also non-medical officer) tells me that I should work with them. How can I work with them when their solution does not make sense, highly inefficient (much is from their ignorance of medical work etc..) and bring harm to the soldiers. Eventually, I end up addressing the issues with the Brigade Commander, but I am getting tired of this.👎

I think you've got to act as a liaison or bridge between your unit and the medical system at large. You could meet with the third parties, invite them to your unit, try to get them on your side and include them in what you do.

 

[DrMetal]

...the issues with the Brigade Commander, but I am getting tired of this.👎

Hell I'll take a stab at this one. I'm not in the medical corps yet, but in a prior life I was in a supportive role to the line.

By "non-medical officer", I assume you mean a line commander? Or you could mean a nurse or MSC I suppose.

In working with the other folks (non-medical types), I'd make recommendations.

If you tread lightly with your recommendations--in other words, don't make your recommendations so firm, give them some wiggle room, always keeping in mind that they have several other factors to consider--then they're more likely to listen to you and pay heed to your advice. You can tread lightly like this on issues that are not of grave importance (for instance: minor supply or logistical things).

Now, if you have a "hard" recommendation, something firm that you're not willing to budge on--for instance, a psych patient that you don't think should deploy with the unit--then look your commander square in the eye and tell him so. It doesn't matter if he's an O-10. Stand your ground. State your recommendation (with utmost clarity), state your reasons, document all of this, and leave it at that. Your firmness will be respected . . .but the trick here is, you can't make "hard" recommendations about everything (can't cry wolf all of the time).

Your commander may tell you F-- off, and that he's taking said psych pt on the next deployment anyway, b/c he's the best shooter. But that's his decision, and if said pt flips out in country, it's the CO's fault and his career. You did everything you could.

 

[Galo]

As a Brigade Surgeon I am responsible for medical care and readiness of soldiers in the Brigade. Although I enjoyed working and providing medical care to the soldiers I find much difficulty working with non-medical officers and civilian contractors who have no idea of what I do. Has anyone experience these issues? My supervisor (also non-medical officer) tells me that I should work with them. How can I work with them when their solution does not make sense, highly inefficient (much is from their ignorance of medical work etc..) and bring harm to the soldiers. Eventually, I end up addressing the issues with the Brigade Commander, but I am getting tired of this.👎

Wow, I remember some very heated discussions with you when I made it clear of the multiple problems I experienced in trying to do the right things for patients and often ending up butting heads with a superior that knew nothing about medicine, and often worked in detriment to patients health.

Although I often tried to find a logical way to convince people or change the situation, you may at some point find that you are being treated as an enemy, and how you react, (potentially detrimental to your patients health), may well decide how frustrated you become with military medicine and some day be as vocal as I have been with the deficiencies that exists.

I wish you the best of luck, and always try to stay within your chain of command bringing suggestions on how to solve the problem and why it makes sence from a patient care standpoint to do it your way. You are the doctor, and if there is a medical issue that you feel is right, you need to fight for that, and never compromise your role as a physician. Documenting all this is always a good idea.

Be interesting to hear how this turns out, and thanks for posting you experiences.

 

[Jet915]

As a Brigade Surgeon I am responsible for medical care and readiness of soldiers in the Brigade. Although I enjoyed working and providing medical care to the soldiers I find much difficulty working with non-medical officers and civilian contractors who have no idea of what I do. Has anyone experience these issues? My supervisor (also non-medical officer) tells me that I should work with them. How can I work with them when their solution does not make sense, highly inefficient (much is from their ignorance of medical work etc..) and bring harm to the soldiers. Eventually, I end up addressing the issues with the Brigade Commander, but I am getting tired of this.👎

Just make your recommendation and explain your position to them. If they disagree and do their own thing, it's on them. That's the best you can do. I am usually pretty good about "bending" the rules somewhat, but if someone is sick or something is unsafe, just give them your recommendation. It's up to the CO to decide given the facts.