Perkins Rod, Pelkowitz Allan, Seddon Mary
School of Population Health, The University of Auckland.
N Z Med J. 2006 Oct 13;119(1243):U2259.
In this seventh and final article in the Series on quality improvement, we discuss clinical governance and its place in the New Zealand health sector. We describe it as requiring clinicians to accept transparent accountability, teamwork rather than individualism, a systems view and the need to share power with others in the clinical domain. In return, they must be given the autonomy to do the job they are trained for and the resources necessary for that job. Without this quid pro quo, clinical governance will not become a framework for clinicians to work effectively in healthcare organisations. However, with this recognition, it provides a sound basis for clinicians and managers to work together in contemporary healthcare organisations.
在本系列关于质量改进的第七篇也是最后一篇文章中，我们将探讨临床治理及其在新西兰卫生部门中的地位。我们认为，临床治理要求临床医生接受透明的问责制、团队合作而非个人主义、具备系统观以及在临床领域与他人分享权力的必要性。作为回报，必须给予他们自主开展所接受培训工作的权力以及该工作所需的资源。没有这种对等的交换条件，临床治理就无法成为临床医生在医疗机构中有效工作的框架。然而，有了这种认识，它为临床医生和管理人员在当代医疗机构中共同合作提供了坚实的基础。
