‼️ Das Dilemma der HNO-Ärzte / The German ENT doctors’ dilemma

Worum es geht

Der HNO-Verband beklagt, dass seine Mitglieder aktuell vor großen Herausforderungen im Personalmanagement ihrer Praxen stehen. Das zentrale Problem ist ein akuter Mangel an Medizinischen Fachangestellten. Die Hälfte der HNO-Arztpraxen sucht derzeit, so der Verband, aktiv nach Mitarbeiterinnen und fast zwei Drittel haben in den vergangenen zwölf Monaten Angestellte verloren. Hauptargument ist, dass die Mitarbeiterinnen in besser bezahlte Positionen wechseln.

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A bad decision is better than no decision at all – A myth in management?

What it’s about

The frequently heard leitmotif “A bad decision is better than no decision at all” suggests that inability to act or procrastination are more harmful than a suboptimal decision. This philosophy is based on the idea that action, even if it is not perfect, always brings progress and can provide valuable insights. But is this maxim really tenable? In practice, the consequences of bad decisions are often more serious than the deliberation and hesitation. This article examines the veracity of this statement in the context of modern management practices and sheds light on when procrastination might be the better path.

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Skills shortage: The myth of salary as the main motivator in outpatient medicine

What it’s all about

The discussion about the shortage of skilled labour in German medical practices mainly focuses on salary as the key factor in solving the problem. It is often argued that higher salaries are the main means of retaining staff in practices and attracting new specialists. However, recent studies and research findings refute this assumption and show that other factors play a far greater role in employee motivation and retention.

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Outpatient medicine in Germany: GPs and specialists show a pronounced resistance to counselling when it comes to improvements in practice management

What it’s all about

General practitioners and specialists in Germany face a variety of challenges in managing their practices. However, despite a noticeable increase in work pressure, practice owners do not implement around half of the regulations, tools and behaviours that are essential for a smoothly functioning practice, even under changing circumstances. They have had to inflict the resulting effects on themselves, their staff and their patients on a daily basis and are resistant to external advice. There are various reasons for this rejection, which are rooted in both personal and structural factors.

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Employee communication: Circular questions in leadership management

What it’s about

Circular questions are a special form of questioning technique that was originally developed in systemic therapy and is now also used in leadership management. Unlike direct questions, which are often aimed at a specific answer, circular questions aim to shed light on relationships, interactions and perceptions within a team or organisation.

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Digitalization in German medical practices: Often built on sand

What it’s all about

Practice management comparisons show that German GPs and specialists who introduce digital solutions in their practices are dissatisfied with the effects. Some even complain that, contrary to expectations, this even leads to a permanent increase in workload. The reason for this is the under-appreciated phenomenon of the digital readiness gap.

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Teamwork: Why mental health is so important

What it’s all about

Team mental health is a broad term that describes the mental and emotional state of the members of a team. It refers to overall well-being, the ability to manage stress, work effectively and maintain productive, positive relationships in the workplace. The mental health of a team influences both the individual wellbeing of team members and the overall performance and working atmosphere within the group.

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Outpatient medicine in Germany: The appearance of efficiency vs. the reality of practice management

The elegant ship as a symbol of perfection

On the cover picture we see two contrasting images: On the one hand, an elegant, snow-white passenger ship on a sales brochure and, on the other, a run-down, oily ship’s engine. The ship represents the appearance of perfection and efficiency. It stands for the image that many German doctors have or would like to have of their practice – clean, smoothly functioning and attractive to patients.

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The negative consequences of a manager’s inability to prioritise for the team and teamwork

What it’s all about

In management, a priority is the categorisation of tasks, projects or goals according to their importance and urgency in order to use resources and time efficiently and achieve strategic company goals. Prioritisation helps managers to focus on the key activities that make the greatest contribution to the success of the company. The ability to prioritise is therefore a key skill for every manager. If this ability is lacking, it has far-reaching negative consequences for the entire team and teamwork. These effects are not only felt on an individual level, but also influence the overall dynamics and productivity of the team.

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How ecophobia is hindering the development of outpatient medicine in Germany

What it’s all about

The German healthcare system, particularly in the area of doctors in private practice, is undergoing rapid change, driven by digitalisation, regulatory changes and changing patient expectations. Against this backdrop, GPs and specialists are faced with the question of how they can align their practice management with change in the short, medium and long term in such a way that they retain active control over the organisation of their practice work and do not become “victims” of the changes. The strategy required for this is entrepreneurial practice management in the form of professionally implemented best practice practice management. However, the reality of implementing this approach in German medical practices has so far been very limited; one even has to speak of a kind of “ecophobia”, a fear or strong aversion to dealing with economic and management issues of one’s own practice management.

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