My Medical Skills Give Me Experience Points Chapter 1464 - 586: The Director Wants to Add More Responsib

From a strategic level, the Ergency Departnt has this need.

For example, the Ergency Departnt received two associate professor slots this year, and Tang Wannian happens to et the conditions for this title in almost every aspect, so the departnt will support him. This is called ’aiding advancent.’

Why does everyone strive to get into a weight-bearing departnt? Aside from better benefits, broader career prospects, more slots for permanent positions, training, and slots for associate and full professorships, there are also more.

Moreover, working in a weight-bearing departnt also provides a stronger sense of honor.

Connections are equally easier to expand.

At class reunions, when people ask which hospital you work at, it can be sowhat embarrassing if you work at a small hospital. But if you work at a top hospital like Tuya in the province, you can proudly tell them, "I work at Tuya Hospital."

The departnt you work in is also crucial.

For example, working in Cardiothoracic Surgery, because it’s a weight-bearing departnt, you hold a decent position within the hospital. If classmates or relatives ask for help, going to the Ergency Departnt or other less prominent departnts to say a word isn’t too difficult, right?

A higher position at least offers certain advantages.

If you work in a weaker departnt like the Ergency Departnt, going to Cardiothoracic Surgery or Neurology Departnt to find soone for help first makes you feel less confident.

Even before speaking, you feel timid inside.

A weak country has no diplomacy, and the weak have no voice, that’s basically the rationale.

For a departnt to beco strong, it cannot be achieved overnight.

If the Ergency Departnt wants to shed the ’weaker departnt’ title, it must develop comprehensively. For example, increasing the surgery rooms ans finally having its own Class 100 laminar flow operating room and endoscopy room. This is an improvent in hardware facilities.

The lack of top talent, academic achievents, and scientific research accomplishnts are issues.

The number of master’s and doctoral students, how many top papers have been published, how many associate and full professorship titles holders, how many have special honors or titles, all these reflect the strength and foundation of a departnt.

Don’t be fooled by the current flourishing of the Ergency Departnt because its foundation is still very fragile.

Why do doctors in Cardiothoracic Surgery and Neurosurgery walk with their heads held high and look down on other doctors?

Because the Director and Deputy Director Physicians in Cardiothoracic Surgery outnumber the attending physicians in the Ergency Departnt.

This is strength.

Therefore, for strategic reasons, the Ergency Departnt has a high possibility of helping Tang Wannian strive for the associate professorship.

As long as Tang Wannian doesn’t sabotage himself, the departnt is willing to grant him a valuable slot.

The operating room is the core business of the Ergency Departnt, and having a Deputy Director Physician will make business developnt more convenient.

In the Ergency Departnt operating room, first Fu Chachun’s old status talisman was dismantled, and an opportunity was seized to deter other veteran colleagues. The morale and work attitude within the departnt improved significantly.

This ti, the largest thorn, Tang Wannian, was subdued, and the quality improvent work of the operating room was smoothly carried out.

Punishnt alone is not sufficient.

Benevolent governance is always the right way.

Zhou Can provides individual guidance to those doctors who encounter problems during surgery whenever he has ti. He helps them identify the cause of the issues and guides them on redy actions and how to avoid or improve the next ti.

However, he never tolerates behavior with malicious intent and never hesitates.

He enforces the penalties as deed necessary.

He skillfully employs the managent style of using both the carrot and the stick.

In less than a month, the ethos and atmosphere of the Ergency Departnt operating room underwent a drastic change. Walking into any surgery room, one can feel the stringent discipline and the highly upright work attitude.

Doctors and nurses no longer dare to neglect their duty or disregard the patient’s interests.

Simultaneously, a pleasing phenonon erged in the Ergency Departnt operating room. Every doctor and nurse in the operating room experienced noticeable advancents in their professional skills.

...

On this day, as usual, Zhou Can arrived at the Ergency Departnt for work.

Director Lou called him over, "Xiao Zhou, co to the office for a mont."

Once in the office, Director Lou treated Zhou Can with unusual politeness.

Offering tea and engaging in small talk, it made Zhou Can feel a bit uncomfortable instead.

Director Lou didn’t ntion what the matter was, and Zhou Can found it hard to ask.

Once the rapport was sufficiently established, Director Lou smiled kindly and said, "Dean Zhu had a talk with yesterday, praising the significant improvents in the surgery quality of our Ergency Departnt, which is excellent."

Who says the dean is above it all and uninvolved?

Dean Zhu noticed the changes in the Ergency Departnt operating room so quickly.

"Our Ergency Departnt seldom receives praises from Dean Zhu, this ti it really boosts my reputation. I told Dean Zhu that the reason for the notable improvent in surgery quality is thanks to Zhou Can who proposed a reward and punishnt chanism for surgery evaluation. We score all perford surgeries daily, promptly identify issues, and address them with the responsible doctors either the next day or the sa night."

"Not only has the patient’s experience improved, but the doctors’ work attitudes have also beco more upright with a growing habit of considering the patient’s interests. Especially regarding the absence of postoperative sequelae, it is prioritized. In this process, the doctors’ dical ethics have also significantly improved."

Director Lou didn’t claim credit and directly attributed most of the rit to Zhou Can.

This is also a manifestation of the departnt’s full support in nurturing Zhou Can.

"Dean Zhu was particularly pleased to hear this. He also inquired about your performance in the departnt, especially your managent abilities. I ntioned when the surgery evaluation chanism was just introduced, many doctors expressed opposition. So resisted especially fiercely. Even Dr. Xu almost couldn’t handle it, but then you ’debated with everyone,’ convincing those opponents, and only then the surgery evaluation system was smoothly implented."