"Keep going." Boss Zhang urged impatiently.
"Let us first recall the pilot data that Dr. Dong gave us." Dr. Xie Wanying's voice is always orderly.
Zhang Da Lao was instantly speechless.
When you listen to someone's speech, you have to remember what they said. As an academic, the first thing to do is to present and remember the data. Remembering the data lists that others talk about reflects your academic level.
After the others realized what had happened, they all immediately shut their mouths like Zhang Da Lao.
Dean Bai clapped his thigh and expressed his joy.
Rumor has it that only Dr. Xie can cure the big devil, and now it seems to be somewhat true.
Time was tight, so Dr. Xie Wanying reviewed Dr. Dong's lecture content on behalf of everyone: "Dr. Dong listed the clinical pathway research data of hospitalized patients with herpes zoster conducted by a department of their dermatology hospital. The control group was a group that did not enter the clinical pathway. Comparison of the two groups of data showed that the average hospitalization days of the control group were significantly longer than those of the clinical pathway group by four to seven days, indicating that the clinical pathway group had advantages in terms of hospital bed turnover rate and reducing the medical burden on patients."
Research data shows that it is better than plastic surgery which has nothing at all. Dean Bai straightened his chest and felt more confident.
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"Clinical pathways were created and developed abroad and then introduced into domestic hospitals for pilot projects. They are used as quality control tools." Dr. Xie Wanying suddenly reiterated the theme of today's meeting.
Dean Bai's eyelids twitched.
The meaning of quality control system has been explained in detail in a chapter above.
"I haven't seen any mention of the role of clinical pathways in quality control in Dr. Dong's speech," said Dr. Xie Wanying.
A group of bigwigs behind him couldn't help but ask: Did my colleague from the Dermatology Hospital go off topic in his speech? !
First of all, it should be said that clinical pathways were not used as quality control tools when they were first established. They were criticized by many people because, to put it bluntly, they were created to save the increasingly uncontrollable medical expenses.
The use of clinical pathways in quality control can be said to be to refute the one-sided statement above: controlling medical expenses at the expense of patient interests? Sorry, the clinical pathway is not to blame.
For example, when it was proposed above that medical reform is to reduce costs and increase efficiency, a large group of people angrily said: How is it possible to reduce medical expenses and at the same time improve the interests of patients?
These people's words may seem logical on the surface, but in fact they overlook a key point in management: ineffective work that wastes resources and time must be eliminated.
Another deep connotation of ineffectiveness in management is disorder.
The name of the clinical pathway is that there is a road designated for you to walk on, just like allocating separate lanes for motor vehicles in traffic, turning disordered and mixed traffic into orderly classified traffic, thereby reducing costs and increasing efficiency.
So the next question naturally becomes how to determine which is the correct path for the clinical pathway, which is obviously related to quality control.
Quality control can eliminate ineffective things in clinical pathways and retain effective things.
Who will be responsible for this quality control and how will it be reflected? This should be reflected in the quality control system mentioned earlier.
This sounds a bit abstract. Does it need to be examined with the leader's speech like in the speech of plastic surgery?
Let’s talk about a specific task in traditional quality control called medical record review.
Taking this as an example, clinical pathways also need to make standardized clinical pathway medical records. First, it can save medical staff’s working time in writing medical records. Second, further standardized medical record writing can facilitate superiors to check for omissions.
The above details were not involved in the pilot project of the dermatology hospital.
The bigwigs in the field heard it: the pilot work done by the dermatology hospital was equivalent to getting a new tool but not knowing how to use it properly or in which specific details, so they could only do some generalized superficial work. No wonder Dr. Xie pointed out that it was off topic.
Everyone in the audience’s eyes were as round as those of the big leader, Mr. Lin.
Pragmatically speaking, the pilot results of the Dermatology Hospital are normal. It is inevitable to encounter bumps and detours when starting to get involved in new things, and other units cannot avoid this either.
Because of this, it is even more evident that Dr. Xie Wanying's academic level in pointing out the topic is absolutely amazing.
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