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Martin Hensher a London School of Hygiene and Tropical
Medicine, London WC1E 7HT, b Department of Social Medicine, University of Bristol, Bristol
BS8 2PR
Correspondence to: M Hensher
henshm@hltrsa2.pwv.gov.za
| The first 150 words of the full text of this article appear below. |
Changing technology is probably the main force driving the
substitution of healthcare resources. This is because new treatments, procedures, and diagnostic techniques allow conditions to be managed in
different settings by different staff. Such change is generally incremental, but occasionally new technologies fundamentally change the
organisation of care. For example, the development of effective chemotherapy in the 1940s allowed tuberculosis to be managed on an
outpatient basis, which led directly to the closure of nearly 30 000
hospital beds and the elimination of an entire class of hospital.
Advances in primary prevention might also, in the long term, lead to a
reduced need for admission to hospital. Yet such step changes are
ultimately outside the hands of clinicians, managers, and policymakers,
despite their intimate concern with the organisation, scale, and cost
of the hospital sector. The policy debate has tended to focus on what
might be described as the "appropriateness gap"
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