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74 Ferenc Kuhn

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[39]Kuhn F, Mester V, Morris R, Dalma J (2004) Serious eye injuries caused by bottles containing carbonated drinks. Br J Ophthalmol 88: 69−67

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  1.8  Strategic Thinking in Ocular

Traumatology

Ferenc Kuhn

1.8.1Introduction

What does a car driver do when given the task of driving from home to an unknown destination through unknown territory?

He consults a map, various “driving directions” Internet services, seeks advice from people who already drove between those two endpoints, or may even purchase a Global Positioning System device. One thing he certainly will not do is start the journey without planning. Getting lost can get the driver into trouble ranging from the inconvenient to the dangerous.

If a pilot needs a plan of how to drive from point A to point B, should not an ophthalmologist treating a patient with a serious injury also design a management plan first? This chapter discusses the elements of a systematic thought process. This planning has two levels: the strategy and the tactics.

Strategy involves the grand plan such as indication for or against surgery, timing, type of intervention, and completeness (vs staging) of the surgery. Strategy can be further stratified (Table 1.8.1).

Tactics involve dealing with individual pathologies and tissues.

Just as drivers need specific directions, in addition to a general map, for a specific trip, there is no single blueprint the ophthalmologist can apply for

This chapter addresses the strategic issues; the tactics are discussed in Sections 2 through 4.

Indeed, all trips are unique and must have a specific plan developed solely for that trip, but use of a general map is necessary to be able to design that specific plan.

80 Ferenc Kuhn

Table 1.8.1  The different components of surgical planning to treat the patient with a serious eye injury

Component

Comment

Overall strategy

Some of the questions that the surgeon needs

(general management)

to answer before treatment can be started:

 

Is the patient in good enough general

 

health to survive surgery?

 

Is it possible to reconstruct the eye at all?

 

If not, and primary enucleation is truly the

 

only option, will the patient agree to it

 

before surgery is started?

 

Am I able to do it (Do I have the expertise,

 

experience, equipment, personnel, OR

 

facility, time, etc.a)?

 

If I cannot do it, to whom should the

 

patient be referred?

Specific strategy (surgical planning)

Are the management’s ultimate goals easier

 

to achieve via a staged approach or via a

 

single, comprehensive surgery?

 

How urgent is the initial surgery, what is its

 

optimal timing?

 

What type of intervention offers the best

 

hope to restore the eye’s anatomy (i.e., pars

 

plana vitrectomy, endoscopy, TKP)?

Tactics (how to execute the surgical

How to deal with tissue-specific issues (see

plan)

Chaps. 2.1−3.3

Many of these questions also need to be addressed during counseling (see Chap. 1.4)

aDetails are provided in Table 1.8.3

  1.8  Strategic Thinking in Ocular Traumatology

81

each injury. There are no two trauma cases absolutely alike; therefore, all need an individualized treatment plan. Based on the basic building blocks of strategic thinking, the ophthalmologist can develop his own approach to the management of eyes with serious trauma.

A severely injured eye is often a “surprise package” : the surgeon may not know all tissue lesions that have occurred or to what extent, how the injury to one tissue effects the behavior and thus treatment of another, and what problems he will face that he has never experienced before. Nevertheless, a comprehensive management plan should be designed before actual treatment is initiated. Conversely, this plan should never be “written in stone”: it must be changed according to patient requests (see Chap. 1.4), specific preor intraoperative findings, and from noticing how tissues react to his maneuvers. This chapter is dedicated to issues that reflect strategy or general thinking (“what, when, why”), not to tactics such as dealing with specific tissue conditions (“how”); these are found in the appropriate chapters in this book (Table 1.8.2).

ZPearl

A car driver must know where he is and where he needs to go; he can then figure out how to get there. Similarly, an ocular traumatologist must know the condition of the eye and to what extent the normal anatomy can be restored; a plan must be designed as to how this reconstruction can be achieved.

This plan, however, is based on a knowledge of the general rules, on possessing extensive knowledge of the elements of strategic thinking.

A very appropriate term coined in this context by R. Morris, Birmingham, Alabama.

One example: A healthy retina is able to withstand much more surgical trauma than one in a patient with advanced diabetes. Peeling of PVR membranes is therefore done very differently in eyes with unhealthy retina.

To use the driver example: This chapter discusses the need for using maps, how to select the map, and what the rules of choosing the roads to be driven are.

Actual driving of the car (when and how to steer or shift, use the turning signal, etc.: this, in our example, is on the same level as the tissue tactics chapters.

82 Ferenc Kuhn

Table 1.8.2  Comparison of strategy vs tactics in the management of a patient with serious eye injury

Case summary

An 18-year-old male presents with a 5-h injury; he

 

was chopping wood when a branch hit his eye. His

 

visual acuity dropped to 20/200; he has a 5-mm

 

long corneal laceration with fibrin in the AC. The

 

lens appears intact and the retina can be inspected

Selected strategic questions

Does this eye need to be sutured immediately?

 

Is the risk of endophthalmitis high, are prophylactic

 

intravitreal antibiotics necessary?

 

Does the patient have to be hospitalized?

Selected tactical questions

Interrupted or running sutures should be used?

 

How many sutures are necessary?

 

Is there sufficient amount fibrin in the AC to warrant

 

removal?

 

Is the anterior lens capsule indeed intact?

1.8.2Steps/Elements in Designing the Management Plan

1.8.2.1Triaging

A process needs to be in place to determine the urgency of the intervention. Triaging has two components: a systemic one (concerning the patient’s systemic condition), and an ocular one. Systemic triaging is not discussed here; in this process the ophthalmologist cooperates with ER physicians, internists, general surgeons, neurosurgeons, etc. to determine the order in which the conditions/injuries need to be treated (Fig. 1.8.1).

If an eye requires immediate intervention (chemical injury, level-1 case), evaluation and treatment go “hand in hand”. In all other cases, de-

“Splash” injury is how laypeople often describe it.

  1.8  Strategic Thinking in Ocular Traumatology

83

Fig. 1.8.1  The need for systemic triaging in people injured by a blast.1 a While injury to the left is eye is obvious and to the right eye likely, management of the visible brain damage obviously must take precedence. b The patient also has chest injuries: the general surgeon and the ophthalmologist must discuss which of them should treat the patient first (Photographs courtesy of D. Kalra, Panchkula, India)

1  Caused by IED (improvised explosive device), planted by terrorists and exploded by remote control. The IEDs are packed with metal splinters, ball bearings, and nails to increase the carnage.

84 Ferenc Kuhn

>  Fig. 1.8.2  Flowchart showing the triaging of the patient with serious eye injury. If multiple cases are received in the ER simultaneously (e.g., due to a large-scale accident or a terrorist attack), the same rules apply to determine which patients receives attention first

termination of the triage level is done during the evaluation. Figure 1.8.2 shows the basic concepts of the triaging system; further details are presented in Chap. 1.10.

1.8.2.2Evaluation

The first element in the management process is to determine the type and extent of the injury. Unless a chemical injury has occurred (see Chap. 3.1), history is taken, and the patient and the eye are examined according to information gleaned from history (see Chap. 1.9).

As the results of the evaluation process become available, the ophthalmologist reviews the condition of the patient and of the eye, and develops a treatment plan. The factors to be considered are listed below.

1.8.2.3Is the Injury Open Globe?

Closed globe trauma rarely warrants emergency surgery; there is time to consider and reconsider what to do (see Chap. 2.10). If the injury is open globe (see Chaps. 2.11−2.14), the decision regarding when to operate becomes urgent.

1.8.2.4Is a Devastating Complication Likely to Occur If Surgery Is Delayed By a Few Hours?

If ECH threatens (see Chap. 2.8), surgery is an absolute emergency. In almost all other cases, its deferral by a few hours to optimize conditions is not only acceptable but recommended. If the risk of endophthalmitis is

Further details on strategy and tactics are given in Chap. 2.11.