「英中对照」医疗设施管理的转变

Healthcare facilities leaders who embrace a mindset change will be better prepared for the future.   August 20, 2026 接受思维模式转变的医疗设施领导者将为未来做好更充分的准备。   August 20, 2026

Embracing the shift was a common theme at the recent ASHE Health Care Facilities Innovation Conference in Minneapolis. Whether that is a shift in mindset, leadership style, the workforce or how we use technology, a clear message was issued: Facilities management is changing, and leaders need to change with it.   在最近于明尼阿波利斯举行的 ASHE Health Care Facilities Innovation Conference 上，顺应转变是一个共同主题。无论是思维模式、领导风格、员工队伍，还是技术使用方式的转变，都传递出一个明确信息：设施管理正在发生变化，领导者也需要随之改变。  

At the opening session, speaker Paul Epstein made two points that stuck out to me.  在开幕环节上，演讲者 Paul Epstein 提出了两点令我印象深刻的看法。 

The first was, “Win Mondays.” 第一点是，“赢在周一。” 

According to research, around 80 percent of Americans dread working on Monday or suffer from pre-Monday anxiety known as the “Sunday Scaries.” This dread ultimately kicks your work week off with less productivity and less drive to make it through to Friday. And for facility managers who arrive to work on Mondays with a plethora of things to get done, productivity can make all the difference.  研究表明，约 80% 的美国人害怕周一上班，或患有被称为“Sunday Scaries”的周一前焦虑。这种畏惧最终会让工作周在更低的生产力和更弱的动力中开启，让人难以撑到周五。对于周一到岗时有大量工作要完成的设施经理而言，生产力可能带来截然不同的结果。 

But shifting your mindset on Monday — or even Sunday — can set yourself up to accomplish more. Imagine treating every Monday like a Friday. That approach not only starts your work week on a positive note but also puts you ahead of the majority of the population. 但转变你在周一——甚至周日——的心态，可以让你为完成更多事情做好准备。想象一下，把每个周一都当作周五对待。这种方式不仅能让工作周有一个积极的开端，还能让你领先于大多数人。 

Ways to “Win Monday” include setting a goal for yourself to complete every Monday and making a plan on Sunday to keep yourself on track. Starting with a win can create momentum that carries through the rest of the week.  “赢在周一”的方法包括：为自己设定一个每周一都要完成的目标，并在周日制定计划，确保自己不偏离轨道。以一场胜利开局可以创造动力，并将其延续到一周余下的时间。 

This mindset is especially important in healthcare facilities, when a manager might be walking into staffing challenges, construction updates, compliance requirements, supply chain concerns or an unexpected issue that needs immediate attention. It is easy to spend the entire day reacting to whatever comes through the door.  这种心态在医疗设施中尤为重要，因为经理可能一到岗就要面对人员配置挑战、施工进展、合规要求、供应链问题，或是需要立即处理的突发状况。人们很容易一整天都在被动应对接踵而来的各种事情。 

Winning Monday does not mean ignoring those challenges. It means being intentional about finding one thing you can control and accomplish. And as healthcare continues to evolve, that sense of progress matters.  赢在周一并不意味着忽视这些挑战。它意味着有意识地找出一件你能够控制并且可以完成的事情。随着医疗行业持续发展，这种进展感十分重要。 

Facilities managers are being asked to think beyond keeping the lights on and equipment running. They are increasingly part of conversations about efficiency, sustainability, technology, the patient experience and workforce retention. A positive mindset can help managers approach those changes as opportunities to improve rather than simply more being added to an already full plate. 设施经理被要求不能只思考如何维持照明和设备运行。他们越来越多地参与有关效率、可持续发展、技术、患者体验和员工留任的讨论。积极的心态可以帮助管理者将这些变化视为改进的机会，而不只是往本已满负荷的工作中再添任务。 

The second point Epstein made was shifting into a “yes, if” leadership style instead of a “no, because” style. In facilities management, especially, it is easy to turn down new ideas or plans because you simply already have too much to do.  Epstein 提出的第二点是，要转变为“可以，前提是”的领导风格，而非“不行，因为”的风格。尤其在设施管理领域，人们很容易因为要做的事情已经太多而拒绝新想法或新计划。 

A “no, because” conversation automatically shuts the door. A “yes, if” keeps the door open, as long as certain points are addressed.  “不行，因为”式对话会立刻关上门；“可以，前提是”则会让门保持敞开，只要相关要点得到解决。 

For example, a healthcare facility leader might be presented with an idea about space renovation or equipment additions. The immediate, knee-jerk response is, “No, because we don’t have the budget or time.” Instead, one could say, “Yes, if we can identify the operational impact and find a way to complete it without compromising safety, compliance or patient care.” 例如，一位医疗设施领导者可能会收到关于空间翻新或设备增设的想法。直接、下意识的反应是：“不行，因为我们没有预算或时间。”相反，可以说：“可以，前提是我们能够识别运营影响，并找到在不损害安全、合规或患者护理的情况下完成它的方法。” 

That does not mean saying yes to everything. Healthcare facilities managers have legitimate reasons to push back. Patient safety, infection prevention, budgets and the reliability of critical systems cannot simply be pushed aside. The difference is in how the conversation starts. 这并不意味着对一切都同意。医疗设施经理有合理理由提出反对。患者安全、感染预防、预算以及关键系统的可靠性不能被简单搁置。区别在于对话如何开场。 

A “yes, if” mindset creates an opportunity to work through those barriers and gives facilities teams a stronger seat at the table. It also allows employees to feel heard and respected when they present new ideas.  “是，但有前提”的思维模式创造了攻克这些障碍的机会，也让设施团队在决策层面拥有更大的话语权。这还能让员工在提出新想法时，感受到自己的意见被倾听、自身被尊重。 

New technologies, changing workforce expectations, aging infrastructure and new approaches to delivering care will continue to create challenges in healthcare, but the leaders willing to ask the right questions will be better positioned to turn them into opportunities.  新技术、员工期望的转变、基础设施老化以及照护服务供给的新模式，将持续为医疗健康行业带来挑战，但愿意提出正确问题的领导者将更有优势将这些挑战转化为机遇。 

Elaina Myers is the assistant editor of the facilities market. She has covered various topics from pest management to resilience to sustainability and covers all holidays and special days in the facilities field. She also manages the FacilitiesNet social media accounts. Elaina Myers是设施市场板块的助理编辑。她曾报道过从虫害管理、设施韧性到可持续发展的各类主题，也负责设施领域所有节假日与特殊日期的相关内容，同时管理FacilitiesNet的社交媒体账号。