Burke G C, Bice M O
Department of Health Administration, Southwest Texas State University, San Marcos 78666.
Hosp Health Serv Adm. 1991 Spring;36(1):13-23.
Health care executives must consider renewal and change within their own lives if they are to breathe life into their own institutions. Yet numerous barriers to executive renewal exist, including time pressures, fatigue, cultural factors, and trustee attitudes. This essay discusses such barriers and suggests approaches that health care executives may consider for programming renewal into their careers. These include self-assessment for professional and personal goals, career or job change, process vs. outcome considerations, solitude, networking, lifelong education, surrounding oneself with change agents, business travel and sabbaticals, reading outside the field, physical exercise, mentoring, learning from failures, a sense of humor, spiritual reflection, and family and friends. Renewal is a continuous, lifelong process requiring constant learning. Individual executives would do well to develop a framework for renewal in their careers and organizations.
医疗保健行业的高管们若想给自己所在的机构注入活力，就必须思考自身生活中的更新与改变。然而，高管更新面临诸多障碍，包括时间压力、疲劳、文化因素以及受托人态度等。本文将探讨这些障碍，并提出医疗保健行业高管在规划职业更新时可考虑的方法。这些方法包括对职业和个人目标进行自我评估、职业或工作变动、过程与结果考量、独处、建立人际关系网、终身学习、身边围绕变革推动者、商务旅行与休假、阅读专业领域外的书籍、体育锻炼、指导他人、从失败中学习、保持幽默感、进行精神反思以及重视家人和朋友。更新是一个持续的终身过程，需要不断学习。每位高管都应在其职业和组织中建立一个更新框架。
