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Medicine in small doses.

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Abstract

Surgical research: from comic opera to IDEAL and collaborative symphonies The role of the editor of a medical journal is not only to select papers for publication, but also to question current dogma and be provocative. Richard Horton, Editor of The Lancet, did just that in his commentary: Surgical research or comic opera: questions, but few answers (The Lancet 1996; 437: 984). His commentary was not without evidence. He had evaluated the first edition of nine general surgery journals in 1996 and found that of the 215 articles, only 7% were randomized trials and 46% case series. His challenge to the surgical community sent vibrations through the academic surgical departments of the UK, ‘only when the quality of publications in the surgical literature has improved will surgeons reasonably be able to rebut the charge that as much as half of the research they undertake is misconceived’. Indeed, reference was made to Horton's challenge at the Annual Scientific Congress of the RACS in Brisbane in May 2016, at the plenary session on ‘Innovation – learning from the next generation’. Three academic surgeons from the UK praised and thanked Horton for precipitating change in surgical research. Derek Alderson and Dion Morton focused on developments within the Royal College of Surgeons (RCS) in the formation of the three pillars of the RCS Research Department: Research Fellowships and Awards, Clinical Effectiveness Unit and the Surgical Trials Initiative. Whereas Ravinder Vohra described the proliferation of research collaboratives driven by trainees, particularly in his region through the West Midlands Research Collaborative (www.wmresearch.org.uk), with studies such as ROSSINI, evaluating wound protection in reducing surgical site infection, and DREAMS, the influence of dexamethasone on reducing postoperative nausea. These presentations can be accessed through the Annual Scientific Congress virtual congress (https://asc.surgeons.org/virtual-congress). Similar research collaboratives now exist throughout all regions and NHS trusts in the UK and Ireland. The great potential of these collaboratives is the ability to recruit thousands of patients to be able to satisfy the power calculation necessary to provide results with statistically significant outcomes. The progress that has been made was acknowledged in The Lancet commentary: The struggle for better research in surgery (The Lancet 2016; 387: 1970) with specific reference to the IDEAL collaboration, developed indirectly as a consequence of Horton's challenge, an initiative to improve the quality of research in surgery (www.ideal-collaboration.net). The collaboration is an international network that grew out of a collection of methodologists and clinicians who held a series of conferences in Balliol College, Oxford, between 2007 and 2009. It is a model that describes the stages of innovation in surgery: idea, development, exploration, assessment and long-term study. A set of recommendations at each stage of the model have been developed by experts in evidence-based surgery. The IDEAL collaboration is directed by an international steering group of surgeons and researchers in surgery, and other innovative, complex interventions, coordinated from the University of Oxford, Nuffield Department of Surgical Sciences, including two representatives from Australia, Guy Madden from Adelaide and Paul Glasziou from Brisbane. The five domains of the IDEAL collaboration are: Idea (stage 1 in innovation). The goal is a proof of concept. Reporting should be in the form of a structured case report, for example, perioral endoscopic myotomy for oesophageal achalasia. Development (stage 2A). The goal is to refine the technique by extending it to more patients, usually around 30, where ethical approval is required, with outcomes reflecting the safety and success of the procedure, including negative results. Reporting should be in the form of prospective development studies. Exploration (stage 2B). The goal is to build upon the technique established in stage 2A, and expand through a patient base of 100s, where the studies should be prospective, being a precursor to the randomized control study such as prospective collaborative study. Assessment (stage 3). The goal is to compare the innovation to the current standard or other alternatives using randomized trials. Long-term studies (stage 4). The goal is surveillance to monitor long-term effects. The majority of these studies should be in the form of a registry. The other significant function of the IDEAL collaboration is to coordinate the trainee research collaboratives, referred to above, under the banner of the Academic Surgical Collaborative, a trainee research collaborative working on methodology outcomes and reporting issues within surgery. A recent example is the National Appendicectomy Audit involving 95 centres (BJS 2013; 100: 1240). There are 27 regional collaboratives, including the West Midlands Research Collaborative mentioned above. So, Horton's ‘comic opera’ challenge has been answered, loud and clear from the ‘orchestra pits’ of the RCS and the IDEAL collaboration. Probably, what Horton did not predict was the willingness of surgeons in the UK and internationally to collaborate and the power of collaboration to not only generate sufficient statistical power but also better patient outcomes. Something RACS could emulate?

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