中医院的发展很难,这几乎是中医院的一种共识,阿城案例更加充分说明中医院在转型或重生之路上的一种生态。在目前社会环境和中医院的处境下,我以为,处理好以下四大关系是组织重生的突破口。中医院的发展很难,这几乎是中医院的一种共识,阿城案例更加充分说明中医院在转型或重生之路上的一种生态。在目前社会环境和中医院的处境下,我以为,处理好以下四大关系是组织重生的突破口。生存VS发展“先生存,再发展”是每位实践中的领导者面临的一个现实课题。中医院的生存状态正是如此。对阿城中医院而言,“资源与挣钱”是硬道理。在目前社会环境下,作为一家医院,缺乏医疗资源(政策、环境、设备、市场等)是一个组织的致命问题;作为一位职工,没有相应的收入水平就会失去信心。作为组织的领导者,相对于医生和一般员工,有着更强的韧性和坚持,有着更长的思考和打算。但医院的状况是一个现实的存在!怎么办?我以为,在做好医院职工思想工作的同时,院长和领导班子成员 The development of Chinese medicine hospitals is very difficult. This is almost a consensus of Chinese medicine hospitals. The case of Acheng City more fully illustrates the ecological transformation of TCM hospitals. In the current social environment and the situation of Chinese medicine hospitals, I believe that handling the following four major relationships is a breakthrough in organizational rebirth. The development of Chinese medicine hospitals is very difficult. This is almost a consensus of Chinese medicine hospitals. The case of Acheng City more fully illustrates the ecological transformation of TCM hospitals. In the current social environment and the situation of Chinese medicine hospitals, I believe that handling the following four major relationships is a breakthrough in organizational rebirth. Survival VS development “Mr. save and then develop” is a realistic issue faced by every leader in practice. The state of survival in TCM is exactly the same. For Acheng Hospital, “resources and money” is the last word. In the current social environment, as a hospital, the lack of medical resources (policy, environment, equipment, markets, etc.) is a deadly problem for an organization; as an employee, without a corresponding income level, it will lose confidence. As the leader of the organization, it has stronger resilience and persistence than doctors and employees, and has longer thinking and plans. But the condition of the hospital is a real existence! What should I do? I think that while doing good ideological work for the hospital staff, the president and members of the leadership team