After savoring a famous book, we must have a lot of thoughts in our mind, it is time to write a good record of after reading. So how should you write after reading? The following is my carefully organized "to the world's best hospital to learn management" after reading (selected 5), welcome to read, I hope you can like.
A very interesting phenomenon has troubled me for a long time: whether it is to consult the literature or their own personal participation in the questionnaire survey program, the patient's satisfaction with the hospital and the doctor are maintained at a fairly high level. But in reality, whether in print media or emerging media surveys and interviews, the average person's satisfaction with hospitals is actually not high. In the face of these contradictory data, not to mention that the general public is prone to "group emotion" questioning, that is, managers are often "gradual desire to lose sight of" do not know what to do.
In fact, leaving aside the survey methodology, statistical tools, sample selection and other purely statistical reasons for analysis. The discrepancy between the data, to a certain extent, also reflects the normal psychological feeling of the general public, that is, when each of us from the ordinary identity of the change in the patient, the requirements of medical services will be different changes. At this time, we tend to be more concerned about the effectiveness of treatment, and we will maintain the greatest degree of trust in hospitals and doctors, and accordingly, our satisfaction with medical services will inevitably be relatively lenient. But when we as ordinary people look at existing hospitals from a distance, or when we come back to remember the details of our time in the hospital after we've recovered, perhaps the hospitals we look forward to will have a different picture:
When an inpatient with no family members celebrates his birthday, the ER doctor calls his wife, asks her to bake a cake, and brings the kids to the ward to celebrate the patient's birthday; A young cancer patient was in critical condition, and several nurses pooled their money together to buy a plane ticket for her husband thousands of miles away, allowing the couple to be reunited at the last minute; a young man about to get married had collagen vascular disease, which is highly susceptible to ruptured aneurysms, and went into cardiac arrest on two separate occasions.
Doctors worked miraculously to save his life, and the next day, by the hospital chaplain in the intensive care unit for this patient's wedding as scheduled; a female driver suddenly fell ill, the doctor strongly recommended that she be hospitalized immediately. However, the woman driver, uneasy about her truck parked in front of the hospital and her small dog locked in the cab, refused the doctor's advice. After learning what happened, a nurse in the emergency room offered to take care of the truck and the dog.
This is the Mayo Clinic in Rochester, Minnesota, the "world's best hospital. Since its founding in 1894, the Mayo Clinic has been recognized as a template for what a hospital should look like, based on the principle of putting patients first. Today, most Americans have access to excellent care at their local or regional medical centers, but tens of thousands of patients from all fifty states and some 150 countries around the world still come to Mayo Clinic each year. Mayo Clinic is considered the "Mecca" of medicine.
But at the same time, unexpected changes have arisen: some doctors "only see the technology and not see the person", did not take into account the specificity of medicine, ignoring the hidden and after the patient's psychological feelings. With the proposal of a new medical model, people found that respect for patients is not only to return to the origin of the hospital, from the moral level to show the charm of medicine. At the same time, patient participation and trust can also strongly promote the further advancement of medicine, which is conducive to improving the efficiency and effectiveness of treatment. Therefore, it is easy to understand why the honor of the world's best hospital was gifted to the Mayo Clinic.
On the contrary, the reality in China is that with the continuous advancement and development of healthcare reform, the reform of public hospitals has also entered an offensive stage. So where do we go from here? What kind of hospitals do the masses really need? From the "to the world's best hospitals to learn management" we should perhaps get some inspiration, as the book said: "put forward the slogan is very easy, but can adhere to a hundred years to do down, is not easy. Mayo's core value is to meet the needs of Mayo members by establishing a set of appropriate systems, including a compensation system, a work system, a promotion system, a recruitment system, and so on, and to focus all of the organization's members' energies on 'patient first' work." It is far from enough to understand the voices of the masses and recognize their plight; the key is how to meet their needs with practical actions? At present, in the public hospital reform, I think the main need to solve the following aspects of the problem:
1, the reform of insufficient power.
Observing the current state of medical care in China today, we can find that due to the limited and unbalanced nature of health care resources, large public hospitals are more in the "demand exceeds supply" in the seller's market. Even if they do not reform and respond to the public's demand for ideal hospitals, they will not run out of patients, nor will they experience a deterioration in their operating conditions or a significant reduction in their profit margins. Therefore, there is no incentive for them to demand change. Even though people are looking forward to the Mayo Clinic model "blossoming" around us, as mentioned in the opening paragraph, when they have a disease and have no choice but to accept the status quo.
2. Incentives are not in place.
Mayo's success is by no means dependent on the vivid slogans of the time shouting and vague moral layers of promotion. It has established a whole set of mechanisms corresponding to the cultural connotations of its pursuit. People often complain that today's Chinese hospitals are still continuing the old ways of the planning era, from the construction of the system and management methods are old and inefficient. To a certain extent, this view reflects the reality. For example, if we cannot fundamentally establish a set of incentive assessment mechanism for doctors, we can hardly expect doctors to adopt a more positive attitude to support and participate in the reform. The passion of doctors is difficult to stimulate, and we can hardly expect patients' demands to be realized, and it is hard to believe that the advancement of medical technology will retain an uninterrupted and lasting momentum.
3. Differentiated service options have not been established.
Since the reform and opening up, with the continuous development of the market economy, our material life has been greatly enriched, and people's needs have diversified changes. Society itself is colorful, people's understanding of things, the needs of society is bound to be difficult to neatly. In the face of this new situation, it is necessary to unswervingly follow the line of the masses and better satisfy their multi-level material and cultural needs. However, the reality is that our exploration in this regard is still very limited, after all, we do not have the energy and financial resources to enable the government to build every hospital into the Mayo Clinic, we should play the spirit of innovation of all parties to explore different channels, from the overall planning of the hospital layout, to meet the different expectations of different groups of people on the different aspects of health care services.
4. The overall spirit of service in the community has yet to improve.
Mayo's success is highlighted by its "patient first" culture. In China today, the pursuit of professionalism is still at a low level, and the overall spirit of service in society has yet to be improved. In recent years, we have seen food safety, road and bridge accidents, housing quality problems, and so on, all reacting to this reality. Medical services have a strong special character, the object of its services directly touch the body and health of the masses, therefore, the sense of service to hospitals and doctors will inevitably be raised to a higher level. In addition, medical care and education, as two public welfare areas closely related to the public, are most likely to become the focus of attention, which often also constitutes the cornerstone of social trust. The doctor's spirit of service not only makes up the internal culture of the hospital, reflecting the standard and recognition of the hospital, but also represents the "virtue" of the whole society, reflecting the overall quality of the society and the moral standard.
After reading "Learning Management from the World's Best Hospitals", I think our biggest gain is not only to accept a service concept and agree on a management style, but also to reflect on the actual situation in China today, and to reflect on what are the deficiencies and shortcomings in the development of our hospitals. We should really start from the patients' point of view, to envision what kind of face the ideal hospital should be, and really down-to-earth, undaunted by obstacles is to work hard towards this goal. Perhaps, when hope to reach the day, we harvest not only the world's best hospital, but also as a coordinate, push open a window, in front of our eyes is a set of birds and flowers, good neighbor unity and harmony.
"To the world's best hospital to learn management" after reading 2
Today, in Guangzhou back to Mianyang on the plane, I finished reading a very meaningful book. The book was sent to me on behalf of the Department of Surgery by Ms. Wang Yulian, head nurse of the Department of Nursing, after I came back from Hongyuan, and the name of the book is "Learning Management from the Best Hospital in the World". For me to stay away from the hospital for nearly six months, this is simply the most timely manna.
The book is written by an American and translated by Prof. Zhang Guoping. The book describes and analyzes how the Mayo Clinic has developed into the most recognized hospital in the U.S. medical community over a period of more than 100 years, and how it has become the world's most recognized health brand.
What struck me the most was the core value that Mayo Clinic has made clear from its inception - "People First, Patients First". Although this is a slogan that almost all hospitals are now mentioning, at Mayo Clinic this is the starting point and basic principle of all work, and is also rooted in the heart of every employee. How do you ensure that every employee follows it to the letter? First, thanks to Mayo's examination of personal values when selecting employees - if they don't have the same or similar values, Mayo will not hire them, no matter how good they are; second, a series of training on values and culture after joining the organization, so that everyone who enters Mayo can feel this culture and integrate into it; and, of course, Mayo's advanced philosophy and well-established culture. Of course, Mayo's advanced philosophy, sound management, and employment system that is conducive to personal growth and ability are enough to attract the best talents to enter this huge family and devote themselves to their work. As the book says:
"The Mayo Clinic's commitment to helping patients with life-threatening illnesses as its raison d'être is a ****tone among people with a humanistic spirit who want to make a difference in their work. They are the people who are happy to wear white coats to work in labor-intensive, high-risk health care services. Not everyone enjoys teamwork, but Mayo provides a great team for those who do; not everyone wants to work with high expectations and take big risks, but Mayo provides great opportunities for those who do; not everyone wants to work to improve their quality of life, but Mayo provides possibilities for those who do to try. "
After reading this book, when we say "patient-centered" again, do we really mean it?
After reading this book, when we say "patient-centered", can we really practice it?
I believe that this book has given us some inspiration for our future work!
Today is the last day of the May Day vacation, cloudy, rainy, the temperature dropped a lot compared to yesterday, and the wind is not small, although the level of air pollution is not heavy, but this weather is obviously not suitable for outings. Staying at home, doing housework, reading a favorite book, or writing something should be a good choice. The book "Learning Management from the World's Best Hospitals" has been read twice, but not for the purpose of wanting to manage and run a hospital, but rather the book talks about what doctors can do to become the best hospitals. Perhaps it is just a case of being alone and knowing about the Mayo Clinic in the United States is really something that you don't know until you read this book. What the real Mayo is like, because I have not been there, no personal experience. But many of the concepts in the book, so that I, as a doctor in China, have a lot of **** Ming and reflection.
The Mayo Clinic is a century-old organization that started out as a small clinic. Geographic location in the United States also does not have the advantage of fame and population, located in Rochester, Minnesota. But for a hundred years, no matter how technology develops and how people's values change, the clinic has embraced exactly this kind of Mayo spirit:
1. Always pursuing the ideals of service and non-profit.
2. Always putting the patient's needs first and giving sincere and unique attention to the health and well-being of each patient.
3, always committed to the team members of each member of the professional quality of *** with the improvement.
4, good at timely change.
5, continuous efforts, the pursuit of excellence.
6, abide by the code of ethics of honesty and integrity.
Making it the world's "hospital to go to if you're really sick" and the "court of last resort - the supreme court of medical diagnosis". Besides, let's not consider the other philosophies and spirits that have made Mayo a success, but in terms of always putting patients' needs above all else and insisting on teamwork*** to improve together, we need to reflect y on our own work.
We also put "patient-centered" as the hospital's service purpose, but over the years the doctor-patient relationship is still in the stormy past. The recent report of a patient with synovial sarcoma who was treated with so-called bio-immunotherapy, but still could not save his life, has appeared on major websites and WeChat circles, and although there are many other underlying factors here, it still puts the integrity of the relationship between doctors and patients into the limelight. The book talks about, "At the Mayo Clinic, Patients First isn't just a phrase on a sign, it's a way of life and health care. If you just claim to have a value and don't integrate it into your organization's operations, policies, decision-making, resource allocation, and culture, that value is just a slogan."
The reason why we need to be patient-centered is because it's the patients that make the hospital, and without patients you can't call it a hospital, you can call it a hotel or a nursing home, so the patients are the bread and butter of the doctor. We start from the resident, until the chief physician, which step has left the patient's help. Whether you are an internist or a surgeon, if you become a medical doctor just by doing animal experiments, that's just a pipe dream. Without patients, the titles of professor and renowned expert are not worth a penny. So the concept of patient-centeredness should be integrated into the bone marrow of every real doctor.
Why do we say that the real doctors, in fact, there are many pseudo-doctors in our hospitals, that is, their own interests are higher than everything else, the patient is just the object of their own interests, it is the existence of these pseudo-doctors, destroying what should be a good doctor-patient relationship. A Mayo doctor said with feeling: It is because the whole thing makes me feel again the kind of moving and recognized things in my medical career - the diagnosis and treatment and care for the patients. There is karma in everything in the world, and if we sincerely put the patient's interests first, the patient will also give us sincere trust.
The best doctors and health care providers are both engineers and artists. An "engineer" identifies a problem and uses technology to solve it. As an "artist," a physician understands when a patient needs a warm smile, an encouraging word, or a sincere hug. It is the "artist" who makes each patient feel warm, comfortable, safe and hopeful. The patient is a person in pain, and he pays to see a doctor to relieve his pain. If he meets a doctor who is an "engineer" and an "artist," his pain will be greatly reduced and he will be willing to spend every penny. In the history of Mayo Clinic, there has never been a "cost is everything" standard. The core value of "patient needs come first" has always been embedded in the blood and culture of Mayo Clinic, without which Mayo would not have survived and endured for 100 years. History has shown that patient-centered philosophy and action are fundamental to the survival of hospitals.
Medical service is never a one-shot behavior, because the patient's disease can involve the heart, brain, lungs and other systems, he can be conservative internal medicine, but also surgery. So from diagnosis, examination, to treatment, the patient's disease will be related to a number of departments, any one of the links have problems can lead to a full plate. A successful department or individual says nothing, as the saying goes: one person is red, a little red; everyone is red, a piece of red. Success in healthcare must be a team effort, and no medical organization is more successful than a department or an individual. At Mayo, "the best interests of the patient are our fundamental concern, and in order for all patients to enjoy the benefits of advanced knowledge, collaboration is essential. ...... The development of medicine into a collaborative science has become a major trend. The needs of patients can only be accomplished through the collaborative efforts of all employees of a healthcare delivery organization." That's what they say and that's what they do. "Every physician, nurse, and other support staff member is fully committed to the diagnosis, treatment, and recovery of each patient with dedication and service."
For more than 100 years, Mayo Clinic has known exactly the story it wants to tell. She wants patients to know that Mayo is an efficient organization that doesn't do nothing, solves problems, and works in a team approach to a variety of medical practices. In the emergency department, we often encounter cases that require multidisciplinary*** collaboration, such as*** co-diagnosis and*** co-resuscitation. But often, for one reason or another, this teamwork is not very empowering. A patient who should be operated on will be delayed because the operating table is tight; a patient who should be hospitalized will be stranded because there's no bed. "The answer to what makes Mayo so unique is her team of doctors - doctors and their colleagues who watch out for each other - who are progressive, efficient, careful, and work together." That's why Mayo staff members will say, "Even when I'm the only one in the room, I still feel the power of the team." Our patients worship specialists more than they can imagine, and a specialist's number is speculated by scalpers for thousands of dollars, leading to a misguided approach to diagnosis and treatment, and the emergence of so-called "specialist medicine". Young doctors' motivation and enterprising spirit are gone, and the quality of the specialists' busy visits has also shrunk greatly. Mayo people said when talking about the issue of expert doctors: Mayo star-studded, because I think the fact that everyone is a star. But there's no Big Dipper, there's no North Star, there's no kind of star that really shines and puts the rest of us in the shade. A team can make a difference to patients as opposed to a star.
How do you put patients first? How do you build teamwork? It's going to involve all sorts of things. But if we don't start with ourselves, always hoping for pie in the sky, then these goals of pursuing a successful hospital will always be on paper, and building a trusting relationship with patients will be a long way off. Mayo's success is worth reflecting on, and the Mayo medical staff's own character training and awareness of patient service is worth learning from.
"To the world's best hospitals to learn management," after reading 4
One day, the hospital middle and senior work meeting, the president of each manager issued a book "to the world's best hospitals to learn management" of the book, I went home that night to read a breath, and y touched. The inspiration it brings to us on the one hand reflects the Chinese since ancient times that "medicine is a benevolent art, the healer is benevolent", which is also an important reason for the success of the Mayo Clinic in the United States. I think, as a health care worker, should always bear in mind the mission and responsibility, nothing more than to relieve the patient's pain can make people feel more gratified, satisfied and their own value.
On the other hand, the book also tells us that: always insisting on the patient's needs first, valuing the role of the team, constantly improving the service process, insisting on high standards of personal and professional behavior, the creation of the brand development and maintenance, etc. are worthy of our deep thought and reference. Every healthcare professional should join hands and work together to **** the quality of healthcare services. Each team member should establish the concept of "lifelong learning", strive for excellence, and constantly expand their knowledge, broaden their minds, enthusiastic service, play their own wisdom, and make their due contribution. Every service case in the book is the best educational material.
Engaged in clinical work for more than twenty years, I have also witnessed and experienced the transformation of the hospital management model from disease-centered to patient-centered social, psychological and physiological model, and the transformation of nursing from accountability to quality care. The Nursing Department has launched a series of touching services, surprise services, pre-hospital and post-hospital extension services, and convenient service initiatives, which reflect the "Mayo" spirit and guide us to shift our work to the humanization of "people-oriented" and "patient-centered". patient-centered" humanized service needs direction. Although our daily tasks are relatively heavy, I always remind myself and educate my team to "smile a little more, explain a little more, teach a little more health education, try to meet the needs of patients and promote recovery". At first I took the initiative to call patients discharged from the hospital to greet, provide counseling, rehabilitation guidance services, some colleagues do not understand, nowadays my follow-up records have several books, many patients received follow-up calls are very happy, unexpectedly touched.
I read "Mayo", saw the gap, was inspired, but also more pressure and motivation. I feel that "Mayo" is not far from us, "Mayo" is in our second hospital, "Mayo" is around us, "Mayo" is the direction of our efforts. Mayo" is the direction of our efforts. It is recommended that everyone read this great book, no matter what industry you serve.
Learning Management from the World's Best Hospitals 5Before coming across this book, knowledge of Mayo was limited to the famous Mayo LF regimen for colorectal cancer chemotherapy. This is a hospital with a long history and reputation, but strangely enough, very few people know about it in China, and most people have no idea about Mayo, except for individual peers from the healthcare system. Mayo Clinic's origins can be traced back to 1863, when a private clinic opened by a man named William W. Mayo in Rochester, Minnesota, USA. The Mayo Clinic is now the king and mecca of medical care in the world, thanks to its strong overall strength and excellent brand management. Its clients range from the rich and famous to the poor, and even in the middle of nowhere, the clinic is always full of people.
There is no doubt that the Mayo Clinic saga has inspired us not only with the art of medicine, but also with the art of management. This is precisely the theme of the book, Learning Management from the World's Best Hospitals. As one review points out, the book retells Mayo Hospital's "patient first" philosophy, including its organizational system, hospital culture, management tools, marketing strategies, personnel system and so on. The book attempts to summarize and organize the principles and methods that have made the Mayo Clinic a top-tier brand, and to set an example for other healthcare organizations and corporations to follow.
Through the reading, it can be summarized that the basic conditions that constitute the success of the Mayo Clinic are:
1, always pursuing the service and non-profit ideas.
2. Always put the needs of the patient first, and give sincere and unique attention to the health and well-being of each patient.
3, always committed to the team members of each member of the professional quality of the *** with the improvement.
4, good at changing at the right time.
5, continuous efforts, the pursuit of excellence.
6, abide by the code of ethics of honesty and integrity.
From this book, we not only once again appreciate the differences between Chinese and Western cultures, but also recognize the differences in social systems and national conditions. Although the Mayo model is difficult to replicate in China, its advanced management tools, especially its collective values, are worthy of in-depth consideration and reference by every medical professional. First, there should be significant academic and professional excellence at all levels. Secondly, the outstanding teamwork that should be demonstrated in the care of caring for each patient. Every physician, nurse, and other support staff member is dedicated to the diagnosis, treatment, and recovery of each patient with dedication and service. Last but not least, "Patients First" (a core value) is always a top priority in both attitude and action, and is recognized as a normative standard by all.
Since ancient times, China has believed that "medicine is a benevolent art, the doctor is benevolent", in the modern society, we have repeatedly emphasized that medical personnel should carry forward the revolutionary humanitarian spirit of saving lives and helping the wounded. I think, as an ordinary doctor, should always bear in mind the mission and responsibilities. Nothing is more valuable than life and health, and nothing is more gratifying and satisfying than relieving patients' pain and their own values. The cornerstone of Mayo Clinic's success lies in the core value of always adhering to the "patients' interests first".
In addition to the repeated references to the development of core values, the emphasis on teamwork, continuous improvement of service processes, adherence to high standards of personal and professional behavior, and the creation, expansion, and maintenance of the brand are all worthy of our consideration and learning. The Mayo Clinic's management and empirical tools are by no means utopian ideals, nor should they be treated only as a spiritual feast. Currently, our hospital is promoting the hospital, departmental culture construction, and the activities of the first to create excellence is also a specific embodiment of the above advanced management concepts, at this time exposure to this book will undoubtedly play a positive role in promoting the improvement of work.