Abdulrahman Ganiy Opeyemi
Cardiff University of Wales College of Medicine, School of Medicine Registry, Cardiff University, UK.
Pan Afr Med J. 2011;9:20. doi: 10.4314/pamj.v9i1.71195. Epub 2011 Jun 17.
Over the past 15 years, the multidisciplinary team management of many medical conditions especially cancers has increasingly taken a prominent role in patient management in many hospitals and medical centres in the developed countries. In the United Kingdom, it began to gain prominence following the Calman-Heine report in 1995 which suggested that each Cancer Unit in a hospital should have in place arrangements for non-surgical oncological input into services, with a role for a non-surgical oncologist. The report further suggested that a lead clinician with a well established interest in cancer care should be appointed to organise and coordinate the whole range of cancer services provided within the Cancer Unit. Many people have argued that the multidisciplinary team management of patients has resulted in better care and improved survival. However, there are barriers to the optimal effectiveness of the multidisciplinary team. This paper aims to review various studies on the effectiveness of the multidisciplinary team in the management of cancer patients and also discuss some of the barriers to the multidisciplinary team.
在过去15年里，对许多疾病尤其是癌症的多学科团队管理，在发达国家的许多医院和医疗中心的患者管理中日益发挥着重要作用。在英国，1995年的卡尔曼-海涅报告之后它开始受到重视，该报告建议医院的每个癌症治疗单元应为非手术肿瘤学服务投入做出安排，并有非手术肿瘤学家的一席之地。该报告还建议应任命一位对癌症护理有既定兴趣的首席临床医生，来组织和协调癌症治疗单元内提供的全方位癌症服务。许多人认为，对患者的多学科团队管理带来了更好的护理并提高了生存率。然而，多学科团队的最佳效能存在障碍。本文旨在综述关于多学科团队在癌症患者管理中的效能的各种研究，并讨论多学科团队面临的一些障碍。
