Systemic questions: A key to effective staff communication in GP and specialist practices

What it’s all about

Internal communication between practice management and employees plays a central role in medical practices. In this context, systemic questions offer a particularly effective method for promoting a deeper understanding of interrelationships, enabling new perspectives and strengthening the personal responsibility of employees. But what exactly are systemic questions, what types of questions are there and how can they be used effectively in everyday practice?

Basics of systemic questions

Systemic questions are based on the principle that behaviour and events within a system, such as a medical practice, always interact with other elements of this system. They aim to shed light on the complex relationships and dynamics within the team and the practice. They differ from conventional questions in that they do not aim for simple answers, but open up space for deeper reflection and innovative problem-solving. Systemic questions stimulate thinking and promote the ability for self-reflection, which can ultimately lead to sustainable and creative solutions.

The different types of systemic questions

There are various types of this form of questioning, each of which has different functions and objectives. The following types are particularly important in practice management: circular questions, hypothetical questions, resource-orientated questions and solution-orientated questions. Each of these types of questions has its own dynamics and benefits.

Circular questions

Circular questions aim to visualise relationships and interactions within the practice. They promote an understanding of how different elements of the practice team are connected and influence each other. These questions help to recognise patterns and dynamics that may not be obvious at first glance.

An example of the use of circular questions in day-to-day practice work could be a meeting about improving collaboration between the medical assistants and doctors. One question could be: “How do patients perceive our telemedicine services and what impact does this have on their satisfaction?”

Hypothetical questions

They encourage people to think about possible scenarios and their consequences and open up a safe space in which alternative strategies and their effects can be explored without the need for immediate action. This is particularly useful for developing innovative ideas and identifying potential obstacles in advance.

In everyday practice, hypothetical questions could be helpful when planning new treatment procedures or introducing new technologies. For example: “Suppose we had the opportunity to completely reorganise our practice, how would we proceed?” or “What if we introduced AI technology to replace the answering machine, what benefits and challenges might arise?”

Resource-orientated questions

These questions focus on the existing strengths, skills and resources of the practice team. They help to raise awareness of existing potential and promote confidence in one’s own abilities. Resource-orientated questions are particularly valuable in times of change or when overcoming challenges.

An example of the use of resource-oriented questions could be in an appraisal interview in which the aim is to recognise and utilise the individual strengths and talents of employees. A question to an applicant could be: “What skills and experience do you have that will help us to improve patient care?” or in a practice meeting: “What previous successes can we use to further develop our practice image?”

Solution-orientated questions

Solution-orientated questions focus on possible solutions to problems and future goals rather than on deficits and their causes. These questions support a positive and constructive approach by focussing attention on what is achievable and feasible.

In everyday practice, solution-orientated questions help to create a positive and constructive atmosphere and focus on achieving goals. When discussing opportunities for improvement, one question option would be: “What steps can we take to reduce waiting times for our patients?” or “What would be the first small step towards optimising work processes in the practice?”

The disadvantages of not using systemic questions

Doctors who do not work with systemic questions run the risk of missing important opportunities and not realising their full potential. There are several specific disadvantages that can result from this.

Firstly, not using systemic questions leads to a superficial analysis of the problem. Without the depth and diversity of perspective that systemic questions offer, often only the symptoms of a problem are addressed, but not the underlying causes. As a result, problems recur and are not solved in a sustainable way.

Another disadvantage is that the potential of employees is not fully utilised. Systemic questions encourage employees to think, be creative and take responsibility for themselves. Without these questions, employees are less committed and do not fully utilise their skills and resources, which impairs the motivation and performance of the practice team.

In addition, the lack of systemic questions results in a one-sided and limited view. Without the diversity of perspectives that systemic questions promote, there is a risk that doctors will remain trapped in their own thought patterns and overlook innovative solutions, with negative effects on the practice’s ability to adapt and innovate.

Finally, not asking systemic questions can have a negative impact on the quality of communication and relationships within the team. Systemic questions encourage open and reflective communication aimed at understanding and collaboration. Without these questions, misunderstandings and conflicts can occur more frequently and affect team dynamics.

Conclusion

Systemic questions are an effective tool for doctors who want to improve their communication, strengthen their team and promote innovative solutions. Through the targeted use of circular, hypothetical, resource-orientated and solution-oriented questions, doctors can gain deeper insights, exploit the potential of their employees and achieve sustainable success.

The conscious use of these questions in everyday practice significantly improves the quality of problem solving, the motivation and commitment of employees as well as the adaptability and innovative strength of the practice. Doctors who utilise the benefits of systemic questions are better able to master the complex challenges of everyday practice life and lead their team to peak performance.

The decision to integrate systemic questions into one’s own leadership work is a decisive step towards a reflective, holistic and successful leadership practice. It requires practice and awareness, but the long-term benefits for the quality of leadership and the performance of the team are enormous.