Noy S, Levy R, Solomon Z
Isr J Med Sci. 1984 Apr;20(4):360-3.
Lessons in mental health care learned from the October 1973 War were applied in the Lebanon War 1982. A three-echelon system of management was followed according to the practices prevalent in Western armies. The clinical pictures were essentially similar to those observed in other wars. Combat stress reactions (CSR) comprised 15 to 20% of the total casualties during the active phase of the war; the rate of late reactions was 30 to 40% of the total CSR. Treatment on the battlefield was more effective than treatment following airlift to the rear, in returning soldiers to their units. The role of stress in causing CSR, and the importance of leadership and cohesion in its prevention were evident. The important lessons learned from the Lebanon War are discussed and include: 1) the need for a broad definition of CSR; 2) the importance of forward unit intervention; 3) the necessity of mobility and divisibility of mental health treatment units; 4) fighting units should not be dispersed immediately after combat; and 5) the management of stress reactions to be the responsibility not only of the mental health services, but of all sections of the medical corps, both in treatment and prevention.
从1973年10月战争中学到的精神卫生保健经验被应用于1982年的黎巴嫩战争。根据西方军队中普遍采用的做法，采用了三级管理系统。临床表现与其他战争中观察到的基本相似。战斗应激反应（CSR）在战争活跃阶段占总伤亡人数的15%至20%；迟发反应的发生率占总战斗应激反应的30%至40%。在使士兵返回部队方面，战场上的治疗比空运到后方后的治疗更有效。应激在引发战斗应激反应中的作用以及领导能力和凝聚力在预防中的重要性是显而易见的。讨论了从黎巴嫩战争中学到的重要经验教训，包括：1）需要对战斗应激反应进行广泛定义；2）前方部队干预的重要性；3）精神卫生治疗单位机动性和可分性的必要性；4）战斗部队不应在战斗结束后立即分散；5）应激反应的管理不仅应由精神卫生服务部门负责，而且应由医疗队的所有部门在治疗和预防方面共同负责。
