At this point, the ones who might be nervous may not be the parties involved.
Dean Bai turned around and started chatting quietly with Dean Hong: "Who do you think will win among them?"
Who will win? The shaking voice of the audience fully exposed their unbearable excitement.
You can imagine how rare this fight is. The younger brothers in the brother units have long been waiting to see the bosses of the family fight to the death.
Dean Bai wants to get advice from Dean Hong as he is betting on which boss will succeed.
Dean Hong said: I am the youngest and the least experienced one, is it useful for you to ask me?
The conversation between the two leaders was very meaningful, and the content covered was profound and extensive.
The little shrimps behind closely watched the every move of every big boss in the field. The few words from Dean Bai and Dean Hong were heard by Dr. Lu Yu and others, which raised countless questions: What did the big bosses mean?
Dean Bai wanted to get some information from Dean Hong, thinking that it was the magic weapon that could help him win.
...
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Does President Hong have this ability?
It may be true. Dean Hong is a famous surgeon. People who are not aware of this may not know that he was transferred from the National Association of Plastic Surgeons and should have a good understanding of the technical capabilities of plastic surgery and the National Association of Plastic Surgeons.
Dean Hong's polite reply was that he was the most inexperienced younger brother, implying that Dean Bai's technical ability should be higher than mine.
Technical ability? Isn't it management ability? Shouldn't it be said that Dean Bai's management ability is better than yours?
So the correct statement of this sentence should be corrected to: the ability to manage technology.
Now we can understand why Dr. Sun, as the main spokesperson, was so confident that his confidence collapsed in an instant.
The various types of hospital management tools mentioned above are ultimately about the ability to manage a hospital, and in more detail, the ability to manage the hospital's clinical functions.
Where is the hospital clinical management?
Managing the entire patient treatment process in the hospital is synonymous with managing the technical capabilities of medical staff to ensure the quality of treatment for patients, which explains why these tools are considered quality control tools.
Speaking of management, everyone knows that it is the leadership's job.
Who are the ones doing the work? The people and things being managed.
Therefore, when it comes to quality control, whether the management tools are effective or not, the first thing to look at is not how high-end the management tools are, but the foundation of the people and things being managed. Management is a castle built on sand. If the foundation of the sand is not good, what is the point of thinking.
Some hospitals are very excited about new management tools and are eager to try them out, precisely because they have the quality foundation.
Some hospitals have no interest in the pilot projects assigned by their superiors and do not want to bother with them. They just deal with them perfunctorily because they know that their own foundation is very poor and that they do not have a vast and strong reserve of medical technology and foundation and therefore cannot do anything further.
Allowing such hospitals to carry out pilot work can only be superficial, and the results will be disappointing.
For example, the clinical pathway I just talked about, just the disease entry threshold line, involves precise diagnostics.
Some hospitals are under-capacity and may find that patients have other problems during treatment, so they may simply discharge the patients and then admit them to another hospital or transfer them to another hospital.
The patient will inevitably complain to the hospital, saying, "You simplified my treatment, didn't cure my illness, and asked me to be discharged?"
Some individuals complain that the problem is caused by medical reform, which is definitely wrong, because reform is about finding problems and then solving them. The big guys know the fundamental reason. This kind of complaint never comes from the big guys of famous tertiary hospitals or clinical academics. In fact, clinicians themselves never say this.
The correct academic complaint is to cite medical evidence, otherwise, like Dean Liao, who just complains randomly, everyone will laugh at him.
In summary, all of the above things are like the holistic philosophy of Traditional Chinese Medicine. They seem to be independent of each other, but in fact they are inseparable and closely related.
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