Reflections after reading "Learning Management from the Best Hospitals in the World"

What do you feel after reading a famous book? I need to write a review of what I gained after reading it. Do you want to know how to write a review after reading? Below are the sample essays (3 selected essays) I compiled about "Learning Management from the Best Hospitals in the World". They are for reference only. I hope it can help everyone. Thoughts after reading "Learning Management from the Best Hospitals in the World" 1

A very interesting phenomenon has troubled me for a long time: whether it is reviewing literature or personally participating in a questionnaire survey project, patients Satisfaction with hospitals and doctors remains at a fairly high level. But in real life, whether it is surveys and interviews by print media or emerging media, ordinary people are actually not very satisfied with hospitals. Faced with these contradictory data, not only the general public is prone to become "excited" and constantly questioning, even managers are often "bewildered" and don't know what to do.

In fact, put aside purely statistical analysis of reasons such as survey methods, statistical methods, and sample selection. The gap between the data also reflects the normal psychological feelings of the general public to a certain extent, that is, when each of us changes from ordinary status to a patient, the requirements for medical services will also change differently. At this time, we are often more concerned about the effects of treatment, and will maintain the greatest degree of trust in hospitals and doctors. Correspondingly, our satisfaction with medical services will inevitably be relatively tolerant. However, when we as ordinary people observe existing hospitals from a distance, or when we recover and recall the details of our time in the hospital, perhaps the hospital we expect should have a different scene:

< p> When it was the birthday of a hospital patient who had no relatives, the doctor in the emergency room called his wife and asked her to make a cake and bring the children to the ward to celebrate the patient’s birthday; a young cancer patient was in critical condition. Several nurses pooled their money together to buy a plane ticket for her husband, who was thousands of miles away, so that the couple could reunite at the last minute; a young man who was about to get married suffered from collagen vascular disease, which can easily cause an aneurysm to rupture, and his heart stopped twice.

The doctors revived him and saved his life, and the next day, the hospital's chaplain held a wedding for the patient as scheduled in the intensive care unit; a female driver suddenly fell ill, and the doctor strongly recommended She was hospitalized immediately. But the female driver was worried about the truck parked in front of the hospital and the puppy locked in the cab, so she rejected the doctor's advice. After learning what happened, an emergency room nurse offered to take care of the truck and the dog.

This is the "best hospital in the world" - the Mayo Clinic located in the small town of Rochester, Minnesota, USA. Since its establishment in 1894, it has always adhered to the principle of "patient first" and is regarded as the most ideal hospital template in people's minds. Today, the vast majority of Americans can get good medical services at local or regional medical centers, but tens of thousands of patients from all fifty states in the United States and about 150 countries around the world still come here every year. Consider the Mayo Clinic the "Mecca" of the medical world.

Modern hospitals originated from the church during the Christian era. The original intention of their establishment was not to focus on treatment. Soothing and guiding patients' hearts often replaced the pursuit of therapeutic effects. With the development of medical technology, people's demand for hospitals has a broader connotation. Exquisite skills and wonderful curative effects have become the goals that patients are chasing after. Correspondingly, this change will inevitably lead doctors and hospitals to pursue and explore unknown fields, and promote the development and improvement of medicine as a whole.

But at the same time, unexpected changes have occurred: some doctors "see only technology but not people", do not take into account the specificity of medicine, and ignore the hidden and underlying psychological feelings of patients. With the introduction of new medical models, people have discovered that respecting patients is not just about returning to the origins of the hospital and demonstrating the charm of medicine from a moral perspective. At the same time, patients’ participation and trust can effectively promote the further advancement of medicine and help improve the efficiency and effectiveness of treatment. Therefore, it is not difficult to understand why the honor of the best hospital in the world is given to the Mayo Clinic.

Looking back at China’s reality, with the continuous advancement and development of medical reform, the reform of public hospitals has also entered a critical stage. So where is our reform direction? What kind of hospital do people need? We may get some inspiration from "Learning Management from the World's Best Hospitals", as the book says: "It is easy to come up with a slogan, but it is not easy to stick to it for a hundred years. Mayo's core values ??are By establishing a set of appropriate systems, including salary system, work system, promotion system, recruitment system, etc., to meet the needs of Mayo members, and focus all the energy of the organization members on the work of 'patient first'." It is far from enough to understand the voices of the masses and appreciate the hardships of the masses. The key is how to meet the needs of the masses with practical actions? At present, in the reform of public hospitals, I think the following problems mainly need to be solved:

1. Insufficient motivation for reform.

Observing the current medical situation in China today, we can find that due to the limited and uneven nature of medical service resources, large public hospitals are often in a seller's market where supply exceeds demand.

Even if they do not reform and respond to the public's demand for ideal hospitals, they will not have no patients, nor will their operating conditions deteriorate, and their profits will be significantly reduced. Therefore, it has no motivation to demand change. Even though people are looking forward to the Mayo Clinic model "blossoming" around us, as mentioned in the beginning, when they have a disease and have no choice, they can only accept the status quo.

2. The incentive mechanism is not in place.

Mayo’s success does not rely on the constant shouting of vivid slogans and the promotion of empty morals. It has established a complete set of mechanism systems corresponding to the cultural connotations it pursues. People often complain that hospitals in China today are still following the old path of the planning era, and that both system construction and management methods appear outdated and inefficient. This view reflects the reality to a certain extent. For example, if a set of incentive and evaluation mechanisms for doctors cannot be fundamentally established, it will be difficult for us to expect doctors to adopt a more positive attitude to support and participate in reforms. It is difficult to inspire the passion of doctors, and it is difficult for us to expect that patients' demands will be reflected. It is difficult to believe that the advancement of medical technology will maintain continuous and lasting power.

3. Differentiated service selection has not been established.

Since the reform and opening up, with the continuous development of market economy, our material life has been greatly enriched, and people's needs have also undergone diversified changes. Society itself is rich and colorful, and people's understanding of things and their needs for society are bound to be difficult to unify. Facing this new situation, we must unswervingly follow the mass line and better meet the multi-level material and cultural needs of the masses. However, in reality, our exploration in this area is still very limited. After all, we do not have the energy and financial resources to ask the government to build every hospital into a Mayo Clinic. We should use the innovative spirit of all parties to explore different channels and plan as a whole. The layout of the hospital meets the different expectations of different groups of people for medical services.

4. The overall social service spirit needs to be improved.

Mayo’s success is highlighted by its “patient first” cultural connotation. In China today, the pursuit of professionalism is still at a low level, and the overall social service spirit needs to be improved. In recent years, we have seen food safety, road and bridge accidents, housing quality problems, etc., all reflecting this Reality. Medical services are extremely special, and the objects they serve directly touch the body and health of the people. Therefore, the service awareness of hospitals and doctors will inevitably be raised to a higher level. In addition, medical care and education, as the two public welfare fields closely related to the public, are most likely to become the focus of attention, and they often form the cornerstone of social trust. The service spirit of doctors not only constitutes the internal culture of the hospital and reflects the standard and recognition of the hospital, but also represents the "morality" of the entire society and reflects the overall quality and moral standards of the society.

After reading "Learning Management from the Best Hospitals in the World", I think our biggest gain is not only accepting a service concept and agreeing with a management method, but also integrating it with the reality of today's China. , reflect on what shortcomings and shortcomings our hospital still has in its development. We should truly start from the patient's perspective to imagine what an ideal hospital should look like, and work hard towards this goal in a down-to-earth manner without fear of obstacles. Perhaps, when our hope comes true, we will gain not only the best hospital in the world, but also use it as a coordinate to open a window and see in front of us a harmonious picture of birds singing, flowers fragrant, and good-neighborly unity. Thoughts after reading "Learning Management from the Best Hospitals in the World" 2

The book "Learning Management from the Best Hospitals in the World" inspires us not only with superb benevolent medical skills, but also with more Excellent management. What touches me the most is the core values ??of the Mayo Clinic that have been clear since its inception - "people first, patients first." Although this is a slogan used by almost all hospitals now, at Mayo Clinic this is the starting point and basic principle of all work, and it is also rooted in the hearts of every employee. How can we ensure that every employee can implement it to the letter? First of all, it benefits from Mayo's examination of personal values ??when selecting employees - if there are no identical or similar values, no matter how outstanding the individual is, Mayo will not hire them; secondly, it is a series of questions about values ????and culture after joining the company. Training allows everyone who enters Mayo to feel this culture and integrate into it; of course, Mayo's advanced concepts, perfect management, and employment system that are conducive to personal growth and ability development are enough to attract the best talents Talent comes into this huge family and devotes themselves to work. As the book says: “The Mayo Clinic’s raison d’être of saving dying patients has aroused a stir among people who have a spirit of humanistic care and want to make a difference in their work. These people Be happy to wear a white coat and work in a labor-intensive, high-risk job in health care. Not everyone likes teamwork, but Mayo provides a great team for those who do; not everyone wants to be trusted with their job. The expectations are high, and come with a lot of risk, but Mayo offers great opportunities to those who wish to do so; not everyone wants to work to improve their quality of life, but Mayo offers great opportunities to those who do. Offers the possibility to try.

"After reading this book, when we talk about "patient-centered", can we really practice it? And can our current work really reflect the thoughts and concepts of "people-centered"? I believe it. This book has given us some inspiration for future work!

1. Management ideas:

1. The best doctors and medical health care providers can do it! He can be called both an "engineer" and an "artist". The "engineer" can identify problems and then use technical means to solve them. The "artist" can understand the patient's anxiety and understand when the patient needs a warm smile and encouragement. Words, or a sincere hug, make every patient feel warmth, comfort, safety and hope. Artists also know when engineers are powerless and will help patients and their families cope successfully. The last moments of life.

2. Six conditions for Mayo’s success:

(1) Always pursue service and non-profit ideals;

( 1) Always adhere to the priority of patient needs and pay sincere and unique attention to the health and happiness of each patient;

(2) Always be committed to the professional quality of each member of the team. Improve;

(3) Be good at changing at the right time;

(4) Continuously strive for excellence;

(5) Abide by the ethics of honesty and integrity

3. When providing medical care to a patient, we must consider not only his condition, but also his age, mental status, personality, preferences, educational background, family situation and financial ability. < /p>

4. Careful examination is absolutely necessary in diagnosis. My own experience tells me that in the public’s mind, misdiagnosis is more unforgivable than mistreatment. I deeply believe that more than half of misdiagnoses are misdiagnosed. It is caused by a hurried and non-step-by-step examination. Never skip the examination procedure and rush to conclusions. You must conduct a comprehensive and careful examination at every diagnosis and put aside your own prejudices. Only in this way can you succeed.

5. Marketing magic weapon - the core value of "patient needs first", Mayo integrates it into the organization's operations, policies, decision-making, resource allocation and culture

6. The best interests of patients are our most fundamental concern. In order for all patients to enjoy the benefits of advanced knowledge, collaborative cooperation is necessary. It is the general trend for medicine to develop into a cooperative science.

7. Physicians are required to listen carefully to the patient’s case statement without interrupting, and all physicians are also taught to ask patients “Do you have any other questions? , to ensure that patients do not conceal some important information or concerns.

8. Patients can tell their medical history to doctors as they wish, and doctors as caregivers should handle it seriously and ensure that every patient receives a comprehensive and careful examination.

9. Collaboration and alliance of medical wisdom are the best ways to provide services to patients.

10. For interns, experts in various medical fields will check the clinical records, tests and medication written by the interns every day. If something goes wrong, they call the interns so they can improve their studies.

11. "Teaching without responsibility" - Whenever a mistake occurs, or whenever a mistake occurs, the mistake should be regarded as an important opportunity for learning and improvement.

12. At the Mayo Clinic, mutual respect is crucial. Whether it's your patients, colleagues, doctors, or managers, treat everyone with courtesy and as part of the team. Work cannot run smoothly without the contributions of others.

13. Everyone hopes to be respected by others. Respecting each other means trusting each other, treating each other as equals, being willing to listen, and living in harmony. Everyone is a contributor, and teamwork relies on mutual trust, listening, inclusion, equality, and employee dedication, which are all traits of respect. Without mutual respect, teamwork is impossible.

14. An organizational culture that focuses on mutual respect and emphasizes the value of employees allows employees to feel the power of respect at all times; mutual respect enhances humanistic care, enhances employee voluntary spirit, and makes employees more willing to give; Mutual respect can enhance personal confidence, improve work enthusiasm, and enhance team identity and cohesion.

15. Medical records are not only a learning tool, but also a motivation for learning. The self-explanatory role that comprehensive medical records play—quality oversight.

16. "Before each visit, I always check the patient's medical records first, and then do an examination. Then, I will list different diagnostic options. I will further think about things that will help clarify Sequential testing, categorizing them, determining the final plan. All of these processes, colleagues can see from the medical records and understand my perspective, and then they judge the patient's situation from their own different perspectives.

So what can they tell from that whether I have what it takes to be a doctor? Is my recorded medical record complete? Is the diagnostic plan complete? Are the procedures accurate and complete? Is the inspection appropriate? Were other resources utilized? Is postoperative follow-up effective? Is patient information symmetrical? ”

2. Enlightenment for managers

1. The true values ??of an organization are the values ????implemented by its members - every employee clearly knows that there is only one core value of their work : Ensure that all Mayo resources are devoted to communication with patients

2. Humanized values, maximum enjoyment

3. Content is more important than form, and action is more important. Rhetoric

4. The core values ??are firm and unchanged, and the implementation methods are ever-changing

5. Think big and start small

In order to serve customers, think small. It means acting quickly, flexibly and with human characteristics; it means that Mayo Clinic strives to find ways to solve the different needs of different customers. Just like Mayo Clinic does, experts in different fields will work together as long as patients need it. Collaborating to combine and contribute their expertise to jointly solve patient problems means being a Mayo Clinic member often goes the extra mile to innovate rather than take things lightly.

Starting from a small perspective, this means creating a sense of community for employees, establishing a common vision, and promoting a spirit of cooperation. It means establishing a system of individual and collective responsibility; it means creating an organizational culture based on trust, belief in one's own ideas, and a sense of ownership. .

6. Management without boundaries

Encourage employees to break through the boundaries of their respective departments, communicate and communicate with employees in other departments of the organization, and work together to solve problems.

7. Talk less and do more, actions speak louder than words

8. Collaboration, collaboration, and coordination are the three pillars that support Mayo teamwork. They ensure that even if there are hundreds or thousands of patients coming for treatment, Mayo Clinic can still provide patients with personalized services for the benefit of patients. All members, from doctors to ward supervisors, are actively involved in the medical care activities of the team, which mainly stems from the treatment needs of difficult and complicated diseases. skills of staff and support systems. Therefore, working at Mayo Clinic means being part of a team at all times.

Three thoughts

1. Our team’s goals and vision

2. Core values

3. How to train new medical staff

p>

4. How do managers provide good service

In this book, in addition to repeatedly mentioning the cultivation of core values, it also attaches great importance to the role of the team, constantly improves service processes, and adheres to high standards. Personal and professional behavior, brand creation, expansion and maintenance are all worthy of our reflection and reference. It is refreshing and inspiring to get management inspiration from the prestigious Mayo Clinic. I hope that our patients can also feel the treatment in the future. The disease process is a kind of "enjoyment" rather than a "disaster". Let us truly put the "patient first". Thoughts after reading "Learning Management from the Best Hospitals in the World" 3

One day, at a regular meeting of the hospital's middle and senior management, the dean gave each manager a copy of "Learning Management from the Best Hospitals in the World" I read the book "Learning Management" in one sitting that night when I got home, and I was deeply moved. On the one hand, the inspiration it brings to us reflects the Chinese belief that "medicine is a benevolent skill and the doctor is benevolent" since ancient times. This is also an important reason for the success of the Mayo Clinic in the United States. I think that as a medical staff, you should always keep in mind your mission and responsibilities. Nothing can give people more gratification, satisfaction and self-worth than relieving patients' pain.

On the other hand, the book also tells us: always put patients’ needs first, pay attention to the role of the team, constantly improve service processes, insist on high standards for personal and professional behavior, brand creation, expansion and maintenance, etc. It is worthy of our deep thought and reference. Every medical staff should hold hands and work together to discuss the quality of medical services. Each team member must establish the concept of "lifelong learning", strive for excellence, constantly expand knowledge, broaden ideas, serve enthusiastically, use their own wisdom, and make due contributions. Every service case in the book is the best educational material.

Having been engaged in clinical work for more than 20 years, I have also witnessed and experienced the transformation of hospital management models from disease-centered to patient-centered social, psychological, and physiological models, and from responsible care to high-quality care. Transitions in care. The Nursing Department has launched a series of touching services, surprise services, extended services before and after the hospital, and convenient service initiatives. These initiatives embody the "Mayo" spirit and guide us to shift our work to a "people-oriented" and "patient-centered" approach. Efforts should be made in the direction of humanized service needs. Although our daily tasks are relatively heavy, I always remind myself and educate my team, "Smile more, explain more, educate more about health, try to meet the needs of patients and promote recovery."

At the beginning, I took the initiative to call discharged patients to greet them and provide consultation and rehabilitation guidance services. Some colleagues did not understand. Now I have several follow-up records. Many patients are very happy and unexpectedly touched when they receive follow-up calls.

I read "Mayo", saw the gap, was inspired, and gained more pressure and motivation. I feel that "Mayo" is not far away from us. "Mayo" is in our Second Affiliated Hospital, "Mayo" is by our side, and "Mayo" is the direction of our efforts. I recommend everyone to read this great book, no matter what industry you serve.