project on : experience as a doctor for one day
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Well, the eight or more hours of work are all about back-to-back meetings. A doctor’s bread and butter is seeing patients, and each appointment is essentially a meeting with a client. You check the details of the case, try and get a sense of what’s going on, and then figure out the medicines–often trying to do this within a half hour.
The thinking process is a lot like troubleshooting a broken device, only it’s from a foreign manufacturer. You possess thousands of different but crude tools, and you can only try to fix the device so many times. When someone comes in with a complaint, you think of a bunch of things it could be (your differential diagnosis) and then ask questions to try and narrow it down and separate it from similar problems. Then you choose your tests and hope that you can pin down the source of the problem to something in particular (your diagnosis). Then you figure out if the problem is fixable.
The finer details of the job depend on the work setting. If you work in a hospital on a medical team, it’s like being an officer in the military, or a middle manager in a large company. Middle managers don’t do the grunt work–you’re paid to figure out what work needs to be done, make sure that the work is done, and bear the responsibility of right and wrong decisions. It is accomplished by a lot of paperwork–meeting patients to find out their issues, documenting your findings and your thinking process, writing orders, communicating those orders to other healthcare professionals to act on them.
If you work in a clinic, it’s more like being a small business owner. The work is the same, but you have a bit more autonomy and control over the setup, though you aren’t able to get your results or make changes quite as quickly. We spoke to some doctors to understand what their routine is to better understand the point in question.
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Well, the eight or more hours of work are all about back-to-back meetings. A doctor’s bread and butter is seeing patients, and each appointment is essentially a meeting with a client. You check the details of the case, try and get a sense of what’s going on, and then figure out the medicines–often trying to do this within a half hour.
The thinking process is a lot like troubleshooting a broken device, only it’s from a foreign manufacturer. You possess thousands of different but crude tools, and you can only try to fix the device so many times. When someone comes in with a complaint, you think of a bunch of things it could be (your differential diagnosis) and then ask questions to try and narrow it down and separate it from similar problems. Then you choose your tests and hope that you can pin down the source of the problem to something in particular (your diagnosis). Then you figure out if the problem is fixable.
The finer details of the job depend on the work setting. If you work in a hospital on a medical team, it’s like being an officer in the military, or a middle manager in a large company. Middle managers don’t do the grunt work–you’re paid to figure out what work needs to be done, make sure that the work is done, and bear the responsibility of right and wrong decisions. It is accomplished by a lot of paperwork–meeting patients to find out their issues, documenting your findings and your thinking process, writing orders, communicating those orders to other healthcare professionals to act on them.
If you work in a clinic, it’s more like being a small business owner. The work is the same, but you have a bit more autonomy and control over the setup, though you aren’t able to get your results or make changes quite as quickly. We spoke to some doctors to understand what their routine is to better understand the point in question.
please please please please mark as a brainliest
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