Strukturion of Future Thinking
No checklists. No consultants. Only clarity.
I am Rethinka – the voice from a future where we have archived the myths of your time.
My mission: to expose today’s misconceptions before they consume you.
I am not a coach, not a guru, not a consultant – I am the echo of your own thinking errors, dissected until only clarity remains.
The concepts of productivity, efficiency and effectiveness are of great importance in the context of practice management and specifically in the employee management of physicians in private practice. They influence not only the operational process, but also the quality of patient care and ultimately the economic success of the practice.
Effectiveness refers to the extent to which set goals are actually achieved. In a medical practice, this could be improving patient satisfaction or reducing waiting times, for example.
Effectiveness means managing staff in such a way that practice teams are successful in achieving their goals. This requires clear communication of what needs to be accomplished, regular feedback on implementation, and any adjustments to the work process.
Productivity describes the ratio of output to input in a given time frame. In a doctor’s office, the output could be the number of patients treated, while the input includes the resources used to do so, such as time, personnel and materials.
For staff management, high productivity means deploying staff in a way that makes the best use of resources. Training, clear work instructions and, of course, unambiguous communication all help to keep productivity on target.
Efficiency is the term used when a goal is achieved with a minimum use of resources. Thus, it is a specific form of productivity that is concerned with how well inputs are converted into outputs.
Efficiency in people management means that teams are organized in such a way that they can accomplish the given tasks in optimal time and quality. This can be achieved through good planning, proper selection and training of staff, and the use of best practices to ensure that misalignments don’t get in the way of the work.
Productivity, efficiency, and effectiveness are closely related concepts that play a key role in employee management. By applying them correctly and monitoring them on an ongoing basis, physicians in private practice can optimize practice operations, improve patient care, and ensure financial success.
Integrating these concepts into practice management, for example through practice management benchmarking with ratios, can be a useful method is the appropriate method for this purpose. It uses the validated guideline of the Best Practice Standard for this purpose. It describes all the regulations, instruments and behaviors that are essential in the action areas of practice management, from planning to market research, organization, leadership, patient care and marketing to controlling, for work that functions smoothly even under changing requirements.
In the modern workplace, an effective feedback culture is essential, and this naturally applies to the medical environment as well. Practice owners have a key role to play in creating a positive feedback culture in this context. The term “culture” plays a crucial role here, as it lays the foundation for the way feedback is given and received in the working environment of a medical practice. 🌐
Continue reading “Efficient practice management: The importance of a feedback culture 🏥👨⚕️👩⚕️”
In an increasingly complex world, it is becoming more and more important to look at problems and challenges from different angles. However, looking at things from an isolated perspective without opportunities for comparison can have far-reaching disadvantages.
Continue reading “The dangers of an isolated perspective: why comparisons matter”
Digital health applications (DiGA) have become increasingly important in recent years. They offer a variety of ways to complement therapies and help patients manage their conditions. Despite the potential inherent in these technologies, many physicians in private practice are hesitant to prescribe them to their patients. One of the main arguments is often the perceived lack of data or experience with these applications. But this risk aversion not only slows down medical progress, it also contains a helpful support.
Continue reading “Risk aversion in DiGA prescriptions: More aversion than risk”
Managers are often faced with the challenge of managing an enormous workload while striving for a work-life balance. Harmonising both goals seems impossible for most. But a solution exists: efficient work. Efficiency can be seen as the bridge that connects these seemingly opposing goals. But how?
Continue reading “Efficiency: The bridge between high workload and work-life balance”
The healthcare sector is in a constant state of flux, driven by regulatory adjustments, technological innovations and changes in patient expectations. For medical practices, these changes are a challenge, but also an opportunity to improve their work and increase efficiency. However, it is not only an advantage, but an indispensable survival strategy for modern medical practices.
Continue reading “Efficiency as a survival strategy for medical practices”
The healthcare industry is constantly changing. From rapid advances in medical technology to new legal frameworks and patient expectations, it is essential for medical practices to be future-proof. But what does that actually mean?
Continue reading “What is meant by the sustainability of a medical practice?”
A rule too little considered in the management of primary care and specialty practices states that the more a medical practice implements best practice standards in practice management, the more efficiently it operates.
Continue reading “Physician practices: Insufficiency leads to inefficiency”
In stark contrast to their patients, doctors are content to identify the symptoms of practice problems instead of looking for the root causes. As a result, even in businesses whose owners are convinced that the work is running smoothly, a deep dive in the form of practice management benchmarking can identify an average of forty unactivated opportunities for improvement.
Continue reading “Practice management: problem elimination in the deep dive method”
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