Tuyển tập các báo cáo nghiên cứu về y học được đăng trên tạp chí y học Critical Care giúp cho các bạn có thêm kiến thức về ngành y học đề tài: | Available online http content 10 1 R30 Research Medical Emergency Team syndromes and an approach to their management Daryl Jones1 Graeme Duke2 John Green2 3 Juris Briedis3 Rinaldo Bellomo4 Andrew Casamento2 Andrea Kattula5 and Margaret Way5 intensive Care Unit The Alfred Hospital Commercial Road Melbourne Victoria Australia 3004 intensive Care Unit The Northern Hospital Cooper Street Epping Victoria Australia 3076 3Department of Anaesthesia The Northern Hospital Cooper Street Epping Victoria Australia 3076 4Department of Intensive Care and Department of Surgery The Austin Hospital Studley Road Heidelberg Victoria Australia 3084 5Department of Strategy Risk and Clinical Governance The Austin Hospital Studley Road Heidelberg Victoria Australia 3084 Corresponding author Rinaldo Bellomo Received 29 Dec 2005 Accepted 19 Jan 2006 Published 15 Feb 2006 Critical Care 2006 10 R30 doi cc4821 This article is online at http content 10 1 R30 2006 Jones et al. licensee BioMed Central Ltd. This is an open access article distributed under the terms of the Creative Commons Attribution License http licenses by which permits unrestricted use distribution and reproduction in any medium provided the original work is properly cited. Open Access Abstract Introduction Most literature on the medical emergency team MET relates to its effects on patient outcome. Less information exists on the most common causes of MET calls or on possible approaches to their management. Methods We reviewed the calling criteria and clinical causes of 400 MET calls in a teaching hospital. We propose a set of minimum standards for managing a MET review and developed an approach for managing common problems encountered during MET calls. Results The underlying reasons for initiating MET calls were hypoxia 41 hypotension 28 altered conscious state 23 tachycardia 19 increased respiratory rate 14 and oliguria 8 . Infection .
