Holding an official position ans taking control over personnel and finances.
Zhou Qingfeng was appointed as the Vice Chairman of the dical Efficiency Committee. With no opposition, he swiftly began rearranging the personnel of the ’Ministry of Health’ before even settling into his seat.
Internally, it was straightforward to promote existing staff, ensuring key positions were filled with compliant ’trusted people.’
But as for external matters... they were not so simple.
He initially planned to bring Professor Hart into the ’Ministry of Health’ to assist him - sharing the fortune and the ordeal together.
Since he was now the Vice Chairman, he intended to make Professor Hart the Chairman - as long as the Professor was willing, with his credentials and abilities, he could certainly rise to the position.
But the Professor refused. He bluntly replied, "Harden, have you ever thought about why soone from the Internal Revenue Service, managing ’tax audits,’ could be appointed to the ’dical Efficiency Committee’?
Isn’t it because that position is extrely troubleso, fraught with difficulties, and anyone who takes it on is dood? No one wants to do it!"
Professor Hart was desperate to avoid involvent with the contentious ’Ministry of Health,’ hoping to escape the dismal underground hospital as quickly as possible.
Zhou Qingfeng had no choice but to fulfill the Professor’s wish by leveraging his ’Vice Chairman acting as Chairman’ role to give the Professor a transfer.
Hence, Professor Hart was transferred to George Washington University’s affiliated hospital.
This dical school had a sterling reputation in Washington D.C., providing comprehensive healthcare services to countless governnt officials and their families.
Especially its nursing specialty was greatly favored by the elderly.
However, with the outbreak of the X Virus, this once peaceful and serene dical school was thrown into chaos.
Professor Hart thought he had suffered enough in the temporary underground hospital, but at ’GW’ dical School, he learned what a living hell truly was.
Doctors in the United States never expected to see over a hundred patients a day, causing imnse discomfort to all dical staff due to the sudden intense workload.
Countless patients surged in like a tidal wave, turning the once spacious and bright wards into overcrowded spaces, with hallways, lobbies, and even stairwells filled with patients groaning in agony.
Amidst the continuous tension from the workload, the university’s dical staff decided...
to slack off.
Let the patients die if they must, let the virus spread if it will; anyway, the ’academics’ decided to protect themselves first.
Upon his arrival at the dical school, Professor Hart was scolded by Dean Elliott: "Hart, why did you recomnd a layman to be the Vice Chairman of the dical Efficiency Committee?"
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Instantly, Professor Hart realized his ’small sche’ had been seen through - dical professionals are intelligent, having dealt with patients and bureaucrats for years, they are well-versed in current affairs.
When Dean Elliott glared with rage, Professor Hart knew he must proactively respond - he must not admit fault, show weakness, or back down at all.
Otherwise, he would have to take the bla himself.
He steadied himself and said in a grave tone, "Your Excellency Dean, I recomnded Oliver Hart to save this country."
"Nonsense!" Dean Elliott, who was quite advanced in age, slamd the table hard, pointing at Hart’s nose and rebuking:
"If you truly wanted to save this country, you should have taken that position yourself, instead of pushing an ignorant fool up there.
And that fool, just as you wished, is now issuing orders at the ’Ministry of Health.’
It’s one thing to coordinate the staff within the ’Ministry of Health,’ but to issue orders affecting all dical institutions in Washington D.C., prioritizing patients with more ’survival value,’ that’s sheer stupidity.
What does ’value’ an? Who decides ’value’? Can he determine such morally complex issues related to dical ethics?"
As the Dean’s spittle flew, Professor Hart maintained a composed expression, though secretly pleased - they only realized he pushed a fool, not recognizing it was a counterfeit he appointed.
In the end, Hart thought himself the smarter one.
But outwardly, the Professor remained composed, "Your Excellency Dean, you underestimate . I am not cowardly or evasive.
I rely know my limitations and cannot bear the burden of responsibility. To save more lives, I had to make so adjustnts.
Harden is not a fool; he’s a warrior. He won’t shy away from issues like you and I do; what we need to do is support him."
Dean Elliott cast a disdainful glance at the Professor, thinking: "What good are these grandiose words to ? Do you think I believe you?
What warrior? It’s obvious the newly appointed guy is being used as your pawn, taking all the heat on him now."
"Hart, do you know the guy you supported is now under imnse pressure?" the Dean sighed, "The White House is making a move to dismiss him."
The Professor’s face changed, and he retorted fiercely, "That absolutely must not happen."
Such a good scapegoat cannot be dismissed at whim; if he is removed, who will take the bla and curses?
The Dean kept a stern face, supporting himself with both hands on the desk and agreeing with a nod, "Yes, that absolutely cannot happen.
The fool’s mistake was in publicly issuing orders, rather than privately coordinating with various dical institutions.
But he was so foolish, thinking the ’Ministry of Health’ was the IRS, directly transplanting tax audit practices."
Dean Elliott’s tone softened, clearly not blaming ’Harden’ for giving the orders, but for making them publicly.
Professor Hart secretly sneered, thinking: "If ’Harden’ hadn’t publicly ordered inside the ’Ministry of Health,’ who dared enforce the orders privately? Weren’t they afraid of being held accountable?"
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