I think that an ideal hospital should not only be satisfied by the patients, but more importantly, recognized by the staff.
It has been nearly ten years since he came to Beijing Tsinghua Chang Gung Hospital as the president. In the past ten years, watching this brand new hospital from birth to growth to gradual maturity, from debut to emergence to gaining a firm foothold, as the director, I am deeply emotional, and I often ask myself whether I have realized the vision I had when I came here and whether I have realized my dream of building my ideal hospital. 
Academician of the Chinese Academy of Engineering.
President of Beijing Chang Gung Hospital, Tsinghua University.
In the first national performance appraisal of public hospitals, Beijing Tsinghua Chang Gung Hospital was rated A. The hospital has carried out more than 100 leading medical technologies at home and abroad, set a number of world records, entered the first phalanx of comprehensive medical service capabilities in Beijing, continuously ranked among the top hospitals in Beijing in terms of patient satisfaction, and successfully treated a large number of complex and critically ill patients from home and abroad with advanced technology and high-quality services. The above are the answers handed over by Beijing Tsinghua Chang Gung Hospital in the past ten years. However, simply satisfying patients does not mean that it is an ideal hospital. Without accreditation, it is not an ideal hospitalI think that an ideal hospital should not only be satisfied by the patients, but more importantly, recognized by the staff. Only by thinking in one place and working hard in one place can the hospital form a strong joint force. Therefore, the hospital will always take cultivating outstanding medical talents with a high degree of humanistic feelings as the core task, and comprehensively deepen the comprehensive reform of the hospital with the theme of promoting the connotative and high-quality development of the hospital, and at the same time strengthen the construction of hospital culture, enhance cohesion, adhere to the public welfare of public hospitals, and run a hospital that satisfies the people, makes employees happy, praises the industry, and is recommended by the industry. I was once asked in an interview with **: "Is the health of the patient greater than the health of the doctor?" I replied, "No." "But for the sake of patient health, sometimes it does affect the health of doctors. For example, the problem of overwork of domestic doctors is obvious to all; Another example is the existence of risks such as occupational exposure. Just like the battlefield, a warrior on the battlefield may also sacrifice his life for the sake of ***; In hospitals, doctors will also make certain sacrifices for the health of patients, which is our responsibility and mission. This is also the medical literacy of many years deeply engraved in the bones, at the critical moment can give up the small self and save the big self, this is the "great medical sincerity". If the sacrifice of physical health is difficult to avoid completely, then we should double down on our mental health to avoid burnout. Reflect the value of physicians with incomeIn order to develop respect for the personality of the physicianTo this end, Beijing Tsinghua Chang Gung Hospital has relied on "superior platform, decent income, and comfortable environment" for many years to create a modern medical ecological environment that satisfies physicians, attract and retain talents, so that the career of physicians can develop rapidly, the value of physicians can be fully reflected, and the personality of physicians is highly respected, and the enthusiasm of medical staff can be fully mobilized. Superior platform. Whether you're a physician, a nurse, or an administrator, there's a clear career path on the job. For the training of resident doctors, in the standardized training stage, an integrated training program for inpatient and specialist physicians is constructed, with the goal of cultivating qualified attending physicians, drawing on international standard medical education methods and assessment methods, and providing innovative practices for China's physician training system. For the development of attending physicians, the career promotion path of physicians should be reformed, and the differentiated development of all-round leaders in science, teaching and research, medical scientists, physician educators and hospital management experts should be formed. For the department director, give full play to his guiding role in the construction of disciplines, conform to the development strategy of the hospital of "fine comprehensive, strong specialty", and promote the rapid development of other specialties through the key training of key specialties. In terms of nursing, we take hierarchical management and professional training as the direction, such as anesthesiologists, respiratory specialists, case managers, etc., to cultivate a high-level nursing team. In terms of administration, professional development is used to replace career development, and administrative management experts are cultivated. Decent income. On the one hand, the market mechanism is introduced in the formulation of salary standards, and the basic salary is negotiated according to the characteristics of the specialty, job requirements and personal ability to a certain extent. On the other hand, the hospital learned from the beneficial experience of the performance management system with "physician fee" (PF) as the core of Taiwan Chang Gung Memorial Hospital, and implemented a physician fee system that matched the attending physician responsibility system, which changed the salary system of general public hospitals in China. This not only allows doctors to get the salary incentives they deserve, but also stipulates the maximum limit of doctors' diagnosis and treatment, strictly implements the "nine prohibitions", and cuts off the connection between the issuance of drugs, consumables, and examinations and the doctor's fees, so as to break the "medicine to maintain medicine" and "examination to maintain medicine", and at the same time resolutely put an end to the phenomenon of "red envelopes". Comfortable environment. The hospital improves the diagnosis and treatment efficiency of physicians through measures such as "division of labor and treatment of medical management", whole-process information management, and "outpatient follow-up", and maximizes the time of physicians for patients for clinical, teaching and scientific research. At the same time, through the construction of institutionalized, standardized and procedural management culture, the interpersonal relationship cost of physicians is simplified. Through scientific performance evaluation, respecting the personal ability of physicians and advocating professional development, the working platform environment of physicians has been effectively improved. Pay attention to the work of doctors and patientsCreate the ideal hospitalThrough the above measures, Beijing Tsinghua Chang Gung Hospital has been making great strides towards the ideal hospital in my mind. But when I read the book "Xi from Mayo Clinic to Eliminate Burnout: 12 Actions to Create Your Ideal Hospital," I realized that our hospital still has a long way to go in the development of a staff-focused hospital. It is necessary not only to manage the future development of employees, but also to pragmatically improve the current plight of employees, especially to pay attention to the two key indicators of "leadership behavior" and "team spirit". During the translation of this book, Fan Rong, director of the Doctor-Patient Office of Beijing Tsinghua Chang Gung Hospital, and his team undertook a lot of work. He has been engaged in medical management and doctor-patient relationship for more than ten years, and has multiple backgrounds in medicine, management and law. In particular, he is currently responsible for the coordination of doctor-patient relations, which has more negative energy, greater work pressure, higher occupational risk, and higher requirements for professional quality, which is also the hardest hit area of professional burnout. As far as I know, the person in charge of the doctor-patient work of many large hospitals in Beijing has had a mental illness, a serious need for continuous medication**, and even self-harm and suicide. "Whoever holds a salary for the people, let it not freeze to death in the wind and snow." Therefore, many hospitals will regularly transfer doctors and patients to coordinate the relationship to avoid occupational exhaustion. Many people shy away from this position, but Fan Rong has been rooted here for a long time, studied deeply, is not afraid of hard work, and has made a series of achievements and academic achievements. The book he brings to readers is not only a concern for the characteristics of his position, but also a spur to his own behavior, a requirement for the hospital as a whole, and an expectation for the majority of colleagues. I hope that there will be more ideal hospitals for us, and also for us to support, mutual achievement and common growth. Quality Author Certification Recruitment