Organization without culture

Medicine is developing very smoothly. New diagnostic methods, new treatment methods, new guidelines. The system, despite the fact that it is "tabulated", computerized and ideally "legged" by the spokesman - has been with similar problems for years. The medical hospital elders disappear at 1 p.m. because they go to "private". The head of the doctor makes the holes with the residents, the resident screams that he does not have it in the specialization program (and it's hard to disagree with him). The medical corridors are crowded with undeveloped students who would like to learn something, but can only learn to segregate papers. This is just a story about one professional group, and every profession has different problems. There is also a weak symbiosis between competitions.

The director is proud because he has cut the costs so much that there are almost no debts anymore, and the deputy minister of dialogue runs around the meetings, correcting his fashionable hair and he is nervous that they praise him too little. And ... also a patient. Exactly… the patient. I think he lost hope.

Poles currently want their doctor to work less in only one place, which seemed to be a healing solution for improving the quality of public health care, because if a doctor is available in private, there is at least a chance that for 150, 200 or 400 zlotys can be a predictable way to get to him. Additionally, when he works in a hospital, it is immediately easier to get a promise for a bed under the National Health Fund.

Unfortunately - no table, IT system, CRM ( client relationship management ), regulation or courtesy meeting with a handshake at the end will improve the culture of an organization that does not even limp. It's just not there. In the Polish health care system, there is a "spider-web" structure woven for years. Because, as someone once said, "here many fish have learned to swim in dirty water and they do not want to change it." So even if things look good in the table, woe to the anonymous patient who finds such a woven ward and the medic, who will not be outside the web, and God forbid will want to change something.

On the fingers of probably a few hands you can count the places where people want to work together and where everything works, but the good news is that this yeti exists. Usually these are places unencumbered by stagnant arrangements, managed by new managers who have no ties and obligations on the back. They have management knowledge, they can choose a team, and their HR department is HR, not staff.

Generally, without a lack of good organizational culture, no mission, no common goal, no community in achieving them, no good job, let alone good treatment.

When there are clear rules of the game, with one goal, transparency, trust, respect, quality orientation, even small resources give big results. Without it, no decree or robot for a few million dollars will change anything. Management is not just a table.

The sad conclusion is that medicine is a human being at the beginning and at the end. A man who heals and heals, and a great change from the perspective of Miodowa will not happen without a change from the perspective of a thousand facilities and the people working in them.