Just Do As I (Vaguely) Say: The Folly of Clinical Practice Guidelines

If you didn't care to know anything about finance, and you hired a financial adviser (paid hourly, not through commissions, of course) you would be happy to have him simply tell you to invest all of your assets into a Vanguard life cycle fund.  But you may then be surprised that a different adviser told one of your contemporaries that the approach was oversimple and that you should have several classes of assets in your portfolio that are not included in the life cycle funds, such as gold or commodities.  In light of the discrepancies, you may conclude that to make the best economic choices for yourself, you need to understand finance and the data upon which the advisers are basing their recommendations.

Making medical decisions optimally is akin to making economic decisions and is founded on a simple framework:  EUT, or Expected Utility Theory.  To determine whether to pursue a course of action versus another one, we add up the benefits of a course multiplied by their probability of accruing (that product is the positive utility of the course of action) and then subtract the product of the costs of the course of action and their probability of accruing (the negative utility).  If utility is positive, we pursue a course of action, and if options are available, we pursue the course with the highest positive utility.  Ideally, anybody helping you navigate such a decision framework would tell you the numbers so you could do the calculus.  Using the finance analogy again, if the adviser told you "Stocks have positive returns.  So do bonds.  Stocks are riskier than bonds" - without any quantification, you may conclude that a portfolio full of bonds is the best course of action - and usually it is not.

I regret to report that that is exactly what clinical practice guideline writers do:  provide summary information without any numerical data to support it, leaving the practitioner with two choices:

1. Just do as the guideline writer says
2. Go figure it out for herself with a primary data search

Clinical Trialists Should Use Economies of Scale to Maximize Profits of Large RCTs

The lever is a powerful tool

I am writing (very slowly) a review article about ionized calcium in the ICU - should it be measured, and should it be treated?  There are several recent large observational studies that look at the association between calcium and outcomes of  critical illness, but being observational, they do not offer guidance as to whether chasing calcium levels with calcium gluconate or chloride will improve outcomes or whether hypo- or hyper-calcemia is simply a marker of severity of illness (the latter is of course my bet.)

Thinking about calcium levels and causation and repletion, one cannot help but think about all sorts of other levels we check in the ICU - potassium, magnesium, phosphate - and may other things we routinely do but about which we have no real inkling of an idea as to whether we're doing any patients any good.  (Arterial lines are another example.)  Are we just wasting our time with many of the things we do?  This question becomes more urgent as evidence mounts that much of what we do (in the ICU and elsewhere) is useless, wasteful, or downright harmful.  But who or what agency is going to fund a trial of potassium or calcium replacement in the ICU?  It certainly seems unglamorous.   Don't we have other disease-specific priorities that are paramount in importance to such a trial?

I then realized that a good businessman, wanting to maximize the "profit" from a large, randomized controlled trial (and the dollars "invested" in it), would take advantage of economies of scale.  For those who are not business savvy (I do not imply that I am), business costs can be roughly divided into fixed costs and variable costs.  If you have a factory making widgets you have certain  costs such as the rent, advertising, widget making machines.  These costs are "fixed" meaning that they are invariable whether you make 100 widgets or 10,000 widgets.  Variable costs are the costs of materials, electricity, and human resources which must be scaled up as you make more widgets.  In general, the cost of making each widget goes down as the fixed costs are spread out over more widget units.  Additionally, if you can leverage your infrastructure to make wadgets, a product similar to a widget, you likewise increase profits by lowering costs per unit.

More is Not Less, It Just Costs More: Early Tracheostomy, Early Parenteral Nutrition, and Rapid Blood Pressure Lowering in ICH

The past 2 weeks have provided me with some interesting reading of new data that deserve to be integrated with several other studies and themes discussed in this blog.  The three trials below share the goal of intervening early and aggressively so I thought it may be interesting to briefly consider them together.

Firstly, Young et al (May 22/29, 2013 issue of JAMA) report the results of the TracMan multicenter trial of early tracheostomy in ICUs in the UK.  These data seal the deal on an already evolving shift in my views on early tracheostomy that were based on anecdotal experience and earlier data from Rumbak and Terragni.  Briefly, the authors enrolled 899 patients expected to receive at least 7 more days of mechanical ventilation (that prediction was no more reliable in the current trial than it had been in previous trials) and randomized them to receive a trach on day 4 (early) versus on day 10 (late).    The early patients did end up receiving less sedatives and  had a trend toward shorter duration of respiratory support.  But their KM curves are basically superimposable and the mortality rates virtually identical at 30 days.  These data, combined with other available studies, leave little room for subjective interpretation.  Early tracheostomy, it is very likely, does not favorably affect outcomes enough to justify its costs and risks.