Huberman Barrie J, Mukherjee Debjani, Gabbay Ezra, Knowlton Samantha F, Green Douglas S T, Pandya Nekee, Meredith Nicole, Walker Joan M, Shapiro Zachary E, Hersh Jennifer E, Chisholm Mary F, Waldman Seth A, MacKenzie C Ronald, de Melo-Martín Inmaculada, Fins Joseph J
Interim Assistant Professor of Medical Ethics in Clinical Medicine and Clinical Director of the Division of Medical Ethics at Weill Cornell Medical College; and Clinical Director of Medical Ethics and Senior Clinical Ethicist at New York Presbyterian Weill Cornell Medicine in New York, New York USA.
Interim Assistant Professor of Medical Ethics in Clinical Medicine and in Clinical Rehabilitation Medicine at Weill Cornell Medical College; and Associate Clinical Ethicist at New York Presbyterian Weill Cornell Medicine in New York, New York USA.
J Clin Ethics. 2020 Fall;31(3):219-227.
When the COVID-19 surge hit New York City hospitals, the Division of Medical Ethics at Weill Cornell Medical College, and our affiliated ethics consultation services, faced waves of ethical issues sweeping forward with intensity and urgency. In this article, we describe our experience over an eight-week period (16 March through 10 May 2020), and describe three types of services: clinical ethics consultation (CEC); service practice communications/interventions (SPCI); and organizational ethics advisement (OEA). We tell this narrative through the prism of time, describing the evolution of ethical issues and trends as the pandemic unfolded. We delineate three phases: anticipation and preparation, crisis management, and reflection and adjustment. The first phase focused predominantly on ways to address impending resource shortages and to plan for remote ethics consultation, and CECs focused on code status discussions with surrogates. The second phase was characterized by the dramatic convergence of a rapid increase in the number of critically ill patients, a growing scarcity of resources, and the reassignment/redeployment of staff outside their specialty areas. The third phase was characterized by the recognition that while the worst of the crisis was waning, its medium- and long-term consequences continued to pose immense challenges. We note that there were times during the crisis that serving in the role of clinical ethics consultant created a sense of dis-ease as novel as the coronavirus itself. In retrospect we learned that our activities far exceeded the familiar terrain of clinical ethics consultation and extended into other spheres of organizational life in novel ways that were unanticipated before this pandemic. To that end, we defined and categorized a middle level of ethics consultation, which we have termed service practice communication intervention (SPCI). This is an underappreciated dimension of the work that ethics consult services are capable of in times of crisis. We believe that the pandemic has revealed the many enduring ways that ethics consultation services can more robustly contribute to the ethical life of their institutions moving forward.
当新冠疫情冲击纽约市的医院时,威尔康奈尔医学院医学伦理学部及其附属伦理咨询服务机构面临着一波又一波紧迫且严峻的伦理问题。在本文中,我们描述了在八周时间(2020年3月16日至5月10日)内的经历,并介绍了三种服务类型:临床伦理咨询(CEC);服务实践沟通/干预(SPCI);以及组织伦理建议(OEA)。我们通过时间的视角来讲述这段经历,描述随着疫情的发展伦理问题和趋势的演变。我们划分了三个阶段:预期与准备、危机管理、反思与调整。第一阶段主要聚焦于应对即将出现的资源短缺以及规划远程伦理咨询的方法,临床伦理咨询主要围绕与代理人进行关于治疗状态的讨论。第二阶段的特点是危重症患者数量迅速增加、资源愈发稀缺以及工作人员在其专业领域之外被重新分配/调配,这些情况急剧汇聚。第三阶段的特点是认识到尽管危机最严重的时期正在过去,但其中长期后果仍继续构成巨大挑战。我们注意到,在危机期间,担任临床伦理顾问有时会产生一种与新冠病毒本身一样新奇的不适感。回顾过去我们了解到,我们的活动远远超出了临床伦理咨询的熟悉范畴,以一种在此次疫情之前未曾预料到的全新方式扩展到了组织生活的其他领域。为此,我们定义并归类了一个中级伦理咨询层面,我们将其称为服务实践沟通干预(SPCI)。这是伦理咨询服务在危机时期能够发挥作用的一个未得到充分重视的方面。我们相信,这场疫情揭示了伦理咨询服务可以更有力地为其机构未来的伦理生活做出贡献的诸多持久方式。