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1、out city created, and care masses life, focus work, in-depth investigation, more out boutique masterpiece, makes we of research results more to into led of decision vision, more to in national some has effect of newspaper Shang published, for advance work, and publicity changde play due of role. Thi
2、rd, information submitted to be pragmatic. Quick and timely. The ancients said: for the time system; statement back for the time being, nothing. Therefore, the submission of information to do four, that is, find the problem faster, editorial writing, send and read faster approval and feedback to imp
3、lement quickly. To be true and accurate. True mainly reflect the full picture of events, one is one, two, this is the life of the information. Accuracy is primarily qualitative and quantitative questions, quantitative objective of publicQualitative logic. To be reliable and useful. We submit informa
4、tion to have access to decision-making, to guide and promote the work and solve practical problems. Mixed cum. On the negative information and emergency information, rapid escalation in strict accordance with the procedures, firm, newspaper, newspapers, never late, fail to report, false claim and sk
5、imming. Investee 2. supervision and insist on, around and protecting their interests to touch the truth, seek practical results. Adhere to people-oriented, the most important thing is to realize, safeguard and develop the fundamental interests of the overwhelming majority of the people. We carry out
6、 inspection, so must go deep among the masses, go deep into the realities, always pay attention to the peoples livelihood, to grasp the public sentiment, and earnestly safeguard the benefit, addressing the masses are most concerned about and reflecting the strongest issues, efforts to solve the prob
7、lem of decisions implemented and not implemented. One is to stick to principles. Right of inspection is one of the most important powers of the Office, should not only dare to use, but also with caution. So-called dared to use, is to hold a number of important issues, bold supervision over supervisi
8、on, track inspection, problems are not solved do not pass, the blame does not hold did not miss, dissatisfaction of the masses did not miss, the real right of supervision authority, with the benefits. Call with caution, is supervising departments should strengthen the consciousness of authorized str
9、ictly according to procedure, preventing the supervision and excessive to prevent adding burden to grass-roots. To this end, the supervision Department of the Party Committee of supervision must be under city and County party Committee Secretary-General (Office). Second, we should focus on. Is the G
10、overnor, those related to the globalEvent, Governor the protracted difficult, strong Governor during emergency urgent. Not having special departments in charge of the General Governor, under the normal procedure can do good things not Governor, not authorized by County leaders, not the Governor. Thi
11、rd is to solve the problem. The purpose of supervision, to resolve the problem. To adhere to and further improve the2014年度医疗争议办公室工作计划2013年度在医院领导班子的正确领导下，在各科室的大力支持配合下，医疗争议办公室较好的完成了全院医疗纠纷投诉的处理工作。2014年是医院的“学术年”，医院的管理质量会发生质的飞越，为了日常工作中让医疗纠纷投诉的处理达到标准化、流程化的模式，医疗争议办公室学习现代化的PDCA管理手段，为2014年的医疗纠纷投诉管理工作制定了PDCA管
12、理方案。医疗争议办公室医疗纠纷投诉PDCA管理方案第一阶段：PLAN 计划阶段（一） 分析现状，找出存在的问题。在医疗机构的管理中，处理投诉是最难做的工作。临床各科室管理者遇见争议纠纷往往束手无策，甚至推让躲避，如何稳妥平稳的化解医患矛盾是我们现阶段必须面临的问题。（二） 问题产生的原因1. 投诉面对的是形形色色的患者及其家属，投诉目的又是五花八门，有的会直接表达目的，有的真实想法却需要我们去猜测和琢磨。解决抱怨、使患者心理得到平衡本身就是一项很难做的工作。2. 各临床科室的管理者及当事医师处理纠纷的实践经验普遍欠缺。3. 医疗纠纷争议办公室成立不久，医院投诉管理工作仍在经验积累阶段。（三）
13、原因分析（主要影响因素）1. 医院现阶段规模及业务都处于高速发展期，每年就诊患者人数急剧增多，再加上人民群众生活水平的提高，对医疗卫生服务质量的要求也日益提高，造成了现阶段医疗纠纷数量多，增长快的局面。2. 各临床医师是专职技术人员，平常专注于学术钻研，日常工作量较大，没有能力也没有精力面对各种纠纷的处理。3. 医疗争议办公室工作人员强调其随机应变能力，处事不惊能力，平息安抚能力，及时找到问题的根源及解决办法的能力，而现阶段没有哪个学校能培养出这种专家，我们只能在接待投诉、处理投诉中成长，在不断总结经验和教训中完善自己。（四） 制定措施，提出行动计划1. 各临床科室坚持以“预防为主”原则，对危
14、重病人、医疗高风险事件及时上报医教部，医教部提前介入，从源头上控制纠纷的发生，减少医疗安全隐患。2. 强化法律法规和医患沟通技能培训，通过分类、分期、分批培训，增强医务人员的五种意识（法律意识、责任意识、质量意识、安全防范意识和自我保护意识）。3. 强化医疗纠纷投诉的流程化管理，规范纠纷投诉的受理登记、调查、讨论、分析、总结及责任追究等工作。第二阶段： DO执行阶段序号定事定人定地点定时间定方法1各科室预防控制措施各临床医技科室负责人各临床医技科室全年长期科室对所属病人进行评估，发现高风险事件及时上报医教部。医教部提前介入，组织相关专家与患者及家属共同探讨沟通，医患双方达到相互理解，从源头上控
15、制纠纷的发生。2法律法规和医患沟通技能培训争议办：杨鹏医院五楼会议室第2季度第4季度争议办积极联系省内及全国相关方面专家，对全院医务人员进行医疗安全意识教育和卫生法律法规培训，临床医技人员的听课率要达到90%以上。3处理医疗纠纷投诉的流程化管理争议办：杨鹏张治东医教部医疗争议办公室全年长期争议办受理投诉后，告知当事医务人员和科室，要做必要的核实、调查。要求当事医务人员就该医疗争议提交书面陈述材料，对整个医疗过程是否存在过错以及患方提出的问题和不理解的地方予以说明、解释。由争议办组织学术委员会讨论，讨论后应当就责任说明、原因分析、科室对解决该纠纷的处理建议、防范整改措施等提交书面报告。讨论结果经院领导认定后反馈给患方时，当事科室主任及当事人必要时应共同参与，认真耐心的向患方做好解释说明工作，避免引发更进一步的医患冲突。根据行动计划严格实施第三阶段：CHECK检查阶段（一） 制定下发商洛市中心医院医疗纠纷预警制度、，各临床医技科室遵照制度执行。（详见商市医发2009第158号文件）（二） 已初步联系交大附院处理医疗纠纷的相关专家近期前来我院给广大员工进行学术讲座。（三） 制定医疗纠纷的处理程序及,受理纠纷投诉后按照流程处理。（附流程图、登记表） 第四阶段Action阶段（一） 标准化和进一步推广1.医疗争议处理程序标准化2.医疗纠纷投诉及处理登记管理标准化（二）
