Chapter 1464: Chapter 586: The Director Wants to Add More Responsibilities—Has Assistant Qin Lost Control?

From a strategic level, the Emergency Department has this need.

For example, the Emergency Department received two associate professor slots this year, and Tang Wannian happens to meet the conditions for this title in almost every aspect, so the department will support him. This is called ’aiding advancement.’

Why does everyone strive to get into a weight-bearing department? 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 department 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 somewhat 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 department you work in is also crucial.

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

A higher position at least offers certain advantages.

If you work in a weaker department like the Emergency Department, going to Cardiothoracic Surgery or Neurology Department to find someone 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 department to become strong, it cannot be achieved overnight.

If the Emergency Department wants to shed the ’weaker department’ title, it must develop comprehensively. For example, increasing the surgery rooms means finally having its own Class 100 laminar flow operating room and endoscopy room. This is an improvement in hardware facilities.

The lack of top talent, academic achievements, and scientific research accomplishments 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 department.

Don’t be fooled by the current flourishing of the Emergency Department 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 Emergency Department.

This is strength.

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

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

The operating room is the core business of the Emergency Department, and having a Deputy Director Physician will make business development more convenient.

In the Emergency Department 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 department improved significantly.

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

Punishment 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 time. He helps them identify the cause of the issues and guides them on remedy actions and how to avoid or improve the next time.

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

He enforces the penalties as deemed necessary.

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

In less than a month, the ethos and atmosphere of the Emergency Department 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 phenomenon emerged in the Emergency Department operating room. Every doctor and nurse in the operating room experienced noticeable advancements in their professional skills.

...

On this day, as usual, Zhou Can arrived at the Emergency Department for work.

Director Lou called him over, "Xiao Zhou, come to the office for a moment."

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 mention 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 me yesterday, praising the significant improvements in the surgery quality of our Emergency Department, which is excellent."

Who says the dean is above it all and uninvolved?

Dean Zhu noticed the changes in the Emergency Department operating room so quickly.

"Our Emergency Department seldom receives praises from Dean Zhu, this time it really boosts my reputation. I told Dean Zhu that the reason for the notable improvement in surgery quality is thanks to Zhou Can who proposed a reward and punishment mechanism for surgery evaluation. We score all performed surgeries daily, promptly identify issues, and address them with the responsible doctors either the next day or the same night."

"Not only has the patient’s experience improved, but the doctors’ work attitudes have also become 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’ medical ethics have also significantly improved."

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

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

"Dean Zhu was particularly pleased to hear this. He also inquired about your performance in the department, especially your management abilities. I mentioned when the surgery evaluation mechanism was just introduced, many doctors expressed opposition. Some 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 implemented."