The key to clinical paths administration lies in the optimization of the key processes and sectors in medical service, which will achieve an integration that is based on patients and span departments to cover all medical service sectors and processes. The clinical path practice was introduced into the hospital in 2005, and the clinical paths have been put into practice for over 20,000 cases/occasions by the end of 2009, scoring satisfactory social and economic outcomes as of now. For the purposes of speeding up the clinical path practice for expected outcomes in optimizing key medical service processes, we have got the following eight experiences and lessons: (1) Build shared demands; (2)Establish a powerful leadership; (3) Develop and promote visions; (4) Eliminate resistance and pool the forces; (5) Keep on the efforts and focus on details; (6) Reward involvements; (7) Recruit and develop key operators within the hospital; (8) Systemize and supervise the experiences of implementation.Promotion of clinical paths is a renovation in management with its inherent rules. Adoption of appropriate technical strategies and cultural strategies will upgrade the quality and acceptance of clinical path implementation.%临床路径管理的重点是优化医疗业务的核心流程和环节,实现以病人为中心、跨部门的医疗服务环节和流程的整合.我院自2005年引入临床路径管理,截止到2009年底,已有超过2万例次的临床路径管理实践,并取得较好的社会效益和经济效益.如何加速临床路径管理的推广,更好地实现预期目标,促进医疗核心业务流程优化,我们的主要经验和教训有8点:(1)建立共同需求;(2)成立强有力的领导架构;(3)制订远景规划并着力宣传;(4)消除阻力形成合力;(5)持续实施并关注细节;(6)奖励参与的员工;(7)培育医院内部实施骨干;(8)把实施的经验制度化并持续监控.推广临床路径是一项管理的变革流程,有其自身的规律,充分利用适宜的技术策略与文化策略,可提高路径实施的质量和可接受性.
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