Hospital crisis management measures that hospitals can take in crisis management.

It often breaks out when the parties are unprepared. Therefore, the hospital should improve the organizational system of hospital crisis management, establish an efficient organization, clarify its responsibilities and tasks, improve the relevant crisis management system and crisis handling procedures, organize training and drills to simulate the crisis environment, and improve the ability of employees to cope with the crisis. The organizational structure of hospital crisis management mainly consists of three parts: first, information system; The second part is the decision system; The third part is the operating system. The task of information system is to release early warning information and propaganda timely and properly, so as to plan and carry out work as early as possible and win the initiative for hospital crisis management. Nowadays, crisis management has become a part of modern hospital management, and information management is the top priority of crisis management. Because modern people are eager for information, especially in times of crisis, they are hungry for information. If they can't spread information effectively, they may breed rumors and have bad consequences. The hospital is a place where people are talkative and have strong personalities. In addition, with the rapid development of media, people's demand for information is increasing. Once there is a public crisis in the hospital, it is easy to expand the harm and even intensify the contradiction, thus aggravating the impact of adverse consequences. Therefore, from the point of view of strict management, the hospital must use the system to restrain the information dissemination, establish the hospital news spokesman system, choose the appropriate manager as the spokesman, handle the relationship with the news media in accordance with the regulations, strictly manage the information, disclose the truth in time and objectively, actively spread the positive information of the hospital, resolve the public crisis of the hospital, and create a good image of the hospital.

The main task of the decision-making system is to formulate emergency response plans and establish plan reserves; Predict the nature, degree, potential scope and influence of emergencies, and start the crisis handling process according to the pre-plan or emergency treatment; Then introduce the will to deal with events, and constantly adjust and refine the judgment of events; So as to make agile, targeted and executable decisions on the handling of events; Adjust or re-make decisions according to the decision, and summarize the operation performance of emergencies. The decision-making system is commanded by the crisis manager and is responsible for the overall work of dealing with the crisis. So he must have enough authority to make decisions, usually by the chief crisis manager, such as the hospital management decision-making level (president or executive vice president).

The task of the operating system is to implement decisions quickly and comprehensively. Specifically, the operating system must ensure that the plan can be started quickly, and the situation that appears for the first time should be transformed quickly and an approximate treatment scheme should be adopted; Immediately feed back the implementation results, and feed back the implementation to the decision-making system through the information system; Refine and integrate the resources needed for decision-making, ensure the complete handling of emergencies with less investment, evaluate the shortage of resources in implementation, and feed it back to the decision-making system in time, and ensure the performance of implementation by replacing or increasing investment. The operation system consists of functional departments and heads of clinical departments. Functional departments are responsible for contacting crisis-affected departments and crisis-unaffected departments in hospitals, which is the link between normal departments and crisis-affected departments, while clinical departments are responsible for transforming the strategic plans of crisis managers into actual coping strategies and plans, and implementing these plans through professional knowledge. Almost all hospital managers know that in the game of maintaining the healthy development of the industry and tracking breaking news, journalists often choose the latter, so the management of hospital crisis events is always inseparable from the news media. "But it doesn't mean that when facing the media, the hospital is helpless. On the contrary, the hospital's positive response can often resolve the crisis and even turn the corner. " How to deal with the media? Dr. Hu, assistant to the dean of the School of Journalism and Communication of China Renmin University and a famous hospital management trainer, has prescribed a prescription that has been used for thousands of years and is still effective: blocking is better than dredging.

How to "sparse" the response manager's level? How should the hospital deal with the crisis that has happened and turn the corner? Tu Guangjin believes: "Hospitals should also have a news release system, and at the same time train special spokespersons to release information or clarify the truth on behalf of decision makers, and answer related questions. Another content is very worth knowing, that is, what hospitals should say, by whom, when, to whom, where and how." "It is much wiser to introduce a spokesperson than to let the head of the hospital come out to answer the media when an accident occurs. At least the spokesperson's press release must be carefully prepared and responded by the management to avoid nonsense. " Tu Guangjin explained, "On the contrary, if the top management of the hospital speaks before the crisis investigation is clear, it is difficult to avoid the possibility of no room for manoeuvre." Hu also expressed his views and suggestions: "A spokesperson must be a specially trained person who can calmly deal with the media and profoundly grasp the values of the media and the mainstream values of society. He plays a key role; At the press conference, the spokesman should quickly clarify the truth to the outside world, but he must adhere to a principle, that is, selective disclosure, that is, telling the truth he has and is absolutely sure, even if there is no conclusion, he must have a clear attitude; Then you can't over-commit at will. " Tu and Huber Kyoto emphasized the importance of building a real brand for hospitals to avoid the impact of crisis events. Hu believes: "Now the construction and management of hospitals must be called brands. This voice has been around for more than 20 years. However, hospitals have actually entered the era of homogeneous competition, and managers must have a clear brand awareness. On the one hand, they must build core competitiveness for themselves and create benefits for hospitals by building real brands; On the other hand, it also shows that every process and link of the hospital is well done, the links meet the standards, and the process is scientific, which naturally reduces the chance of crisis in the hospital. " Tu Guangjin further affirmed this view: "In fact, in the popular saying of the relationship between the masses and the masses, it is correct to mention 90%, and 65,438+0% is made known by propaganda and efforts. This is the ultimate goal of hospital brand building. "

Professor Zhuo, a famous health law expert, also agreed with this. "1994, China has promulgated the Regulations on the Management of Medical Institutions and supporting policies and regulations, which basically standardized the work processes and links of hospitals and medical staff, and also clarified what hospitals can and cannot do, not to mention brand building. If all hospital staff really abide by these norms, I don't think they will give orders to people in the process. In fact, this also proves that this is a real hospital from another angle.