Gordon G J
Kaiser Foundation Hospitals, Berkeley, CA.
J Clin Eng. 1990 Mar-Apr;15(2):111-7. doi: 10.1097/00004669-199003000-00007.
Planning a profession's future is a formidable task that must be based on both what the members want to become and what is natural to the marketplace. The hospital industry, however, will not wait for clinical engineering to establish its profession. Competition will arise and push aside the unprepared. Clinical engineering's leadership has not created a clear vision of their profession's role in improving healthcare, nor have they helped others to internalize a sincere professional purpose and to share the responsibility for change. This paper examines the profession and articulates action that only clinical engineers can take to increase their value in the hospital industry.
规划一个行业的未来是一项艰巨的任务，必须基于该行业成员想要成为的样子以及市场的自然需求。然而，医院行业不会坐等临床工程学来确立其专业地位。竞争将会出现，并将毫无准备的一方挤到一边。临床工程学的领导者们既没有为其专业在改善医疗保健方面的作用创造一个清晰的愿景，也没有帮助其他人将真诚的专业目标内化，并分担变革的责任。本文审视了这一专业，并阐明了只有临床工程师才能采取的行动，以提高他们在医院行业中的价值。
