A Time For Dying

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Transaction Publishers - 270 pages
 

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Contents

Dying Trajectories and the Organization of Work
2
Sudden Death A Case of Suicide
17
Initial Definitions of the Dying Trajectory
31
Lingering Trajectories Institutional Dying
57
Lingering Trajectories At Home and in Hospitals
76
The Expected Quick Trajectory
98
The Unexpected Quick Trajectory
121
Last Weeks and Days
149
Ending the Dying Trajectory
180
After Death in the Hospital
207
Time Structural Process and Status Passage
238
Improving the Care of the Dying
252
Index
267
Copyright

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Page 7 - ... downward; it may vacillate slowly, moving slightly up and down before diving downward radically; it may move slowly down at first, then hit a long plateau, then plunge abruptly even to death. Neither the duration nor shape of a dying trajectory is a purely objective physiological property. Both are perceived properties; their dimensions depend on when the perceiver initially defines someone as diseased and on his expectations of how the disease course will proceed. (We can add further that the...
Page 6 - It plunges straight down; it moves slowly but steadily downward; it vacillates slowly, moving slightly up and down before diving downward radically; it moves slowly down at first, then hits a long plateau...
Page 14 - Since a revised notion of the patient's condition may necessitate new procedures or additional time spent at his bedside, considerable reordering of work — even changes in the division of labor — may be involved. A disruption of the ward's organization of work is paralleled by a shattering of its characteristic "sentimental order" — the intangible but very real patterning of mood and sentiment that characteristically exists on each ward.
Page 8 - These occur in either full or truncated form: (1) The patient is defined as dying. (2) Staff and family then make preparations for his death, as he may do himself if he knows he is dying. ( 3 ) At some point, there seems to be "nothing more to do
Page 4 - With rare exceptions, medical services include both recovering and dying patients. Even on intensive care units or on cancer services, not all patients are expected to, or do, die. On any given service, the temporal organization of work with dying patients is greatly influenced by the relative numbers of recovering and dying patients and by the types of recovering patients. For instance, on services for premature babies, babies who die usually do so within 48 hours after birth; after that, most are...

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