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INTRODUCTION: We report the first published description of transoral use of the transnasal flexible laryngoesophagoscope during surgical correction of choanal atresia. CASE REPORT: A four-month-old boy was referred to the ear, nose and throat department by his general practitioner with a two-week history of left-sided, watery, green, nasal discharge. A diagnosis of choanal atresia was made. The child underwent successful surgical correction which incorporated transoral use of a transnasal flexible laryngoesophagoscope. DISCUSSION: When used transorally, the transnasal flexible laryngoesophagoscope's ability to provide omnidirectional visualisation together with high definition picture clarity significantly improves the operative field of view. This endoscope's incorporated suction and insufflation functions and its facility to pass extra instruments via the endoscope port are of particular advantage for this type of procedure.

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OBJECTIVES: Wounds of the lower limb in patients with diabetes are frequently difficult to heal. Some wounds fail to heal despite optimal medical and surgical care. This review examines the evidence for whether free tissue transfer techniques may reduce the requirement of amputation in these patients. DESIGN: A systematic review. MATERIALS & METHODS: Pubmed, Embase, AMED, SCOPUS and CINAHL and Cochrane Library were searched for all articles on free tissue transfer in lower limb wounds in patients with diabetes (September 2010). Current experience, indications and outcomes were analysed. RESULTS: 528 patients from 18 studies were included in the systematic review. 66% of patients had concomitant revascularisation with bypass surgery. 63% of flaps were muscle based, 35% fasciocutaneous and 1.7% omental. Pooled in-hospital mortality rate was 4.4%, flap survival was 92% and limb salvage rate of 83.4% over a 28 months average follow-up time. CONCLUSIONS: In conclusion free tissue transfer achieves successful wound healing in selected patients with diabetes and difficult to heal wounds that would have required amputation. Pre-operative optimisation of vascular supply and eradication of infection is key to success. Objective wound assessment scores and a clear multidisciplinary team (MDT) approach would improve patient care.

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Using the Female Sexual Function Index (FSFI) for investigating female sexual function has become widespread. A score of 26.5 has been suggested as delineating 'functional' from 'dysfunctional' women. This study aimed to understand in greater detail what contributes to changes in women's FSFI scores while their partners are taking oral erectile medications for erection problems. Couples randomized to receive two erectile medications for two 3-month phases, completed questionnaires. FSFI scores were augmented by individual interviews at baseline, 3 and 6 months, in order to better understand what the scores meant in the context of ED medication use. In all, 50% of the women scored <26.5 at baseline; of these 56% recovered by 6 months. A number of 'dysfunctional' women recorded low FSFI scores solely as a result of their partner's ED. Overall, 22% were still 'dysfunctional' at 6 months, but one third of these appeared 'functional' at 3 months. A further group of women continued to record low scores despite reporting much improved sexual satisfaction. The women's interviews elaborate on their FSFI results, with five themes emerging to provide more clarity about the relative changes seen in a prospective study situation, and potentially in clinical practise contexts. The increasing use of questionnaires to determine sexual function should be supplemented with good clinical interviewing. The interview details explain how FSFI fluctuations occurred and contain clinical implications for research and practise in the area of couple's sexuality.

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BACKGROUND: Although substantial weight loss is the primary outcome following bariatric surgery, changes in obesity-related morbidity and quality of life (QoL) are equally important. This study reports on weight loss, QoL and health outcomes following laparoscopic adjustable gastric banding (LAGB). METHODS: Bariatric analysis and reporting outcome system questionnaire survey was carried out on patients who had LAGB. Patients' body weight, body mass index, QoL and co-morbidities were recorded. RESULTS: Twenty-three of 26 patients answered the questionnaire (response rate of 92%). Fifteen patients (60%) achieved over 50% excess weight loss. Twenty-two patients (84.6%) reported improvement in QoL. Co-morbidities in 18 patients (75%) resolved or improved. One patient had postoperative aspiration pneumonia and no other morbidity was recorded. CONCLUSIONS: Laparoscopic adjustable gastric banding is a safe and feasible method of bariatric surgery. It can achieve satisfactory weight loss with significant improvement in QoL and co-morbidity provided patients undergo thorough preoperative preparation and rigorous postoperative follow-up.

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As environmental pressures mount, the advantage of using the same strategies and tactics employed by competitors continues to shrink. An alternative is adapting and applying answers successfully employed in other industries to health care organizations. Working with informal influence leaders to share your change management efforts represents one such example. Informal influence leaders offer an often-overlooked source of competitive advantage--they have already earned credibility and respect from others, who regularly look to them for guidance. When sharing their views, they significantly influence the acceptance or rejection of new initiatives. Influence leaders reach into every conversation, every meeting, and every decision made in an organization. The important question is whether they will exert their leadership in support or in opposition to changes you propose. By identifying influence leaders and inviting them to join a group to discuss change initiatives, physician executives can create a positive force for change.

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Today's health care leaders are faced with tremendous pressures for change from diverse, powerful sources including payers, regulators, legislators, patients, and competitors. The leadership approaches of the past, designed to get things back under control, no longer work. In our turbulent times, leadership demands the creation of flexible, adaptive organizations with conscious, capable, and committed people who feel ownership and responsibility for their entire group. Critical components of this new leadership approach include: (1) Energizing the organization; (2) sharing responsibility for outcomes; and (3) resolving conflicts without command and control tactics.

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Hospitals nationwide are beginning to implement continuous quality improvement (CQI) (Barsness et al. 1993; Kosta 1992). In large part this is due to the belief that the implementation of CQI will lead to higher quality patient care, improved patient satisfaction, better employee morale, and lower cost service delivery. However, to date there have been few empirical studies of CQI implementation efforts in healthcare (Shortell et al. 1994).

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OBJECTIVE: This study examines the relationships among organizational culture, quality improvement processes and selected outcomes for a sample of up to 61 U. S. hospitals. DATA SOURCES AND STUDY SETTING: Primary data were collected from 61 U. S. hospitals (located primarily in the midwest and the west) on measures related to continuous quality improvement/total quality management (CQI/TQM), organizational culture, implementation approaches, and degree of quality improvement implementation based on the Baldrige Award criteria. These data were combined with independently collected data on perceived impact and objective measures of clinical efficiency (i.e., charges and length of stay) for six clinical conditions. STUDY DESIGN: The study involved cross-sectional examination of the named relationships. DATA COLLECTION/EXTRACTION METHODS: Reliable and valid scales for the organizational culture and quality improvement implementation measures were developed based on responses from over 7,000 individuals across the 61 hospitals with an overall completion rate of 72 percent. Independent data on perceived impact were collected from a national survey and independent data on clinical efficiency from a companion study of managed care. PRINCIPAL FINDINGS: A participative, flexible, risk-taking organizational culture was significantly related to quality improvement implementation. Quality improvement implementation, in turn, was positively associated with greater perceived patient outcomes and human resource development. Larger-size hospitals experienced lower clinical efficiency with regard to higher charges and higher length of stay, due in part to having more bureaucratic and hierarchical cultures that serve as a barrier to quality improvement implementation. CONCLUSIONS: What really matters is whether or not a hospital has a culture that supports quality improvement work and an approach that encourages flexible implementation. Larger-size hospitals face more difficult challenges in this regard.

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This article describes a model of CQI that is designed to characterize the elements necessary for successfully improving quality at an organization-wide level; describe and understand the organizational dynamics in implementing an organization-wide effort; and aid in diagnosing and solving common implementation challenges. Three cases illustrate the model and how it can be used.

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Sixty-one assessable patients with advanced small cell and non-small cell carcinoma of the lung were given PCNU on an intermittent every 6-week schedule. Starting doses ranged from 75 mg/m2 for poor-risk patients to 100 mg/m2 for good-risk patients, depending on the bone marrow, liver, and renal status. Six partial responses (two small cell carcinoma, two adenocarcinoma, two large cell carcinoma) of short duration were documented. The major toxic effects were thrombocytopenia (35%) and leukopenia (16%). PCNU does not appear to have sufficient antitumor activity to warrant further investigation in advanced lung cancer.

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