10月14日武漢市第一醫(yī)院（武漢市中西醫(yī)結(jié)合醫(yī)院）與德國最大的國際醫(yī)院集團(tuán)慕尼黑哈拉興骨科醫(yī)院創(chuàng)始院長Prof.Mayer共同召開中德醫(yī)院骨科學(xué)科建設(shè)研討會。Mayer教授在會上特別提到該院1998年就成立了運(yùn)動醫(yī)學(xué)科，但是Mayer教授很快發(fā)現(xiàn)這樣設(shè)置運(yùn)動醫(yī)學(xué)非常不合理，因?yàn)檫\(yùn)動醫(yī)學(xué)與其他按解剖學(xué)分科的亞?？乒ぷ鞔蠓睾?，最后決定只在門診設(shè)立運(yùn)動醫(yī)學(xué)科，病人接受初診后再根據(jù)病人運(yùn)動損傷的部位分流到該院脊柱中心、肩髖膝中心、足踝中心、小兒骨科中心、手外科中心由各亞專科專門的運(yùn)動醫(yī)學(xué)專家治療。Mayer教授1998年創(chuàng)立的這套大骨科分科體系至今德國所有的大學(xué)附屬醫(yī)院和骨科專科醫(yī)院都在沿用。Mayer教授告訴馮晶主任團(tuán)隊(duì)，在強(qiáng)敵如林的武漢，各大醫(yī)院的臨床業(yè)務(wù)水平其實(shí)差別不大，真正能讓自己脫穎而出的方法是著力于提高病人滿意度，這是一家醫(yī)院的“軟技能”，必須牢牢抓住每一位現(xiàn)有的病人，再通過口耳相傳的口碑效應(yīng)吸引新的病人。在人才培養(yǎng)方面，每個科室必須培養(yǎng)自己的“明日之星”。整個大骨科從上到下必須要有一種相互尊重相互信任的科室文化。近3個小時的閉門會議，Mayer教授從醫(yī)院管理、學(xué)科建設(shè)、人才培養(yǎng)方面深入淺出為科室提出了未來發(fā)展方向和整體規(guī)劃，陳國華副院長專門在百忙之中為大骨科致歡迎辭。大骨科馮晶主任全英文匯報(bào)科室現(xiàn)狀并主持討論環(huán)節(jié)，整場研討會各亞?？频闹魅蝹兎e極提問相互分享。大家都覺得收獲巨大。武漢市第一醫(yī)院規(guī)模及綜合實(shí)力在全國中西醫(yī)結(jié)合醫(yī)院中名列前茅，編制床位4260張。 

On Oct 14, the Sino-German Webinar on Orthopedics Specialty Construction was held by Wuhan No.1 Hospital (Wuhan Hospital of Traditional Chinese and Western Medicine) and Prof. Mayer, the Founding Medical Director of Sch?n Klinik München Harlaching. Concerning sub-specialization, Prof. Mayer set up a Center for Sports Medicine at the beginning, but then they realized that there were too many overlaps, between the Center for Sports Medicine and other sub-specialties which were set up according to anatomical regions. In the end they decided to set up an outpatient department for sports medicine for initial diagnosis, according to which, the patient will then be transferred to relevant sub-speciality for more accurate and appropriate following treatment. Including the Spine Center, Shoulder-Hip-Knee Center, Foot and Ankle Center, Pediatric Orthopedics Center, Hand and Plastic Center, etc. This mode for orthopedics sub-specialization has been widely used among all the university hospitals and orthopedics hospitals in Germany. Prof. Mayer pointed out that in such a city like Wuhan where there are so many competitive fellow hospitals, all the hospitals probably have a comparable medical spectrum and capacity, what makes the difference is the patient relationship management - to promote patient satisfaction. This is the “soft skill” of a hospitals. New patients will be attracted via the word-of-mouth effect only if the current patients are satisfied. Every department should cultivate its own “rising stars”. A working philosophy of mutual respect and mutual trust should be set up and promoted  among all hierarchies of a department. The webinar lasted nearly 3 hours. Prof. Mayer put forward suggestions on the future development and overall planning of the department, from the perspectives of management, specialty construction and talent cultivation. Chen Guohua, the Vice President of the hospital delivered a warm welcome address out of his busy schedule, Feng Jing, the Chief of Orthopedics, gave a report in English and hosted the discussion. The Chiefs of the sub-specialties raised questions and interacted actively. All the attendees benefited a lot. The scale and clinical capacity of Wuhan No.1 Hospital rank among the best of its kind with 4,260 beds.