Rethinkography: Rethinking Self-Management – The Metaphor of Black Roses in a Red Vase

What it’s all about

Rethinkography uses powerful photographic metaphors to visualise new ways of thinking. Each image symbolises a moment of rethinking that makes it possible to question established ways of thinking and acting and to develop new, future-oriented solutions. In life and work, much like a bouquet of black roses displayed in a striking red vase, we often encounter contradictions, paradoxes, and situations that challenge conventional expectations. Black roses, typically associated with mystery, depth, and the unknown, represent aspects of life that may seem dark or challenging at first glance. The red vase, on the other hand, signifies energy, passion, and the container of our life force – our choices, actions, and mindset.

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Rethinking in der Arztpraxis: Wartezeit

Worum es geht

Wartezeit – ein Begriff, der für viele Patienten einen untrennbaren Teil des Arztbesuchs darstellt und gleichzeitig zu den größten Frustrationen gehört. Für den Arzt hingegen ist die Wartezeit oft Ausdruck eines komplexen Praxismanagement-Problems. Sie scheint unvermeidlich, wird aber selten in ihrer ganzen Tiefe und Konsequenz betrachtet. In einer zunehmend digitalen, auf Effizienz bedachten und kundenorientierten Gesellschaft ist jedoch gerade die Wartezeit ein Aspekt, der einer grundsätzlichen Neubewertung bedarf. Diese Neubewertung, ein Rethinking, ist kein bloßer Luxus oder theoretisches Konzept, sondern eine zwingende Notwendigkeit, um als niedergelassener Arzt in einem sich rasch verändernden Gesundheitssystem erfolgreich zu bestehen.

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Leadership and Loud Quitting

The Context

The modern working world is experiencing constant changes driven by digitalisation, global connectivity, and shifting employee expectations. One new phenomenon that has gained attention in this context is the so-called “loud quitting.” Unlike “quiet quitting,” where employees disengage internally and only do the bare minimum, loud quitting manifests as openly expressed discontent and clear statements of the intention to leave the organisation. This development presents leaders with new challenges and raises fundamental questions about company culture, communication, and employee retention.

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Rethinkograpy: The Metaphor of the Yellow Dress

Introduction: Rethinking the Essentials

The simple yellow dress from the image stands as a powerful metaphor for the process of rethinking and refining our approach to self-management. Just as a well-made dress represents clarity of design and purpose, effective self-management is about stripping away complexities, focusing on simplicity, and aligning our actions with our values and goals. In life and work, the need to rethink our habits, decisions, and priorities is ongoing. The yellow dress invites us to re-examine how we manage our time, energy, and mental resources – emphasizing the importance of intentionality, clarity, and brightness in both our mindset and actions.

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Commitment in Leadership: Why It Is So Important and Why It Is Insufficiently Implemented

What It’s About

Commitment is a concept that carries different meanings across various disciplines and plays a central role in leadership. This article examines how commitment influences the behaviour of leaders and employees, and its significance in an evolving and digitalised working world. It also addresses what often prevents managers from acting in a binding manner.

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The Metaphor of the Abandoned Wicker Chair: A Rethinkography for Mindful Self-Management

The Metaphor of Rethinking: The Abandoned Wicker Chair

The image of an abandoned wicker chair on the shore of a quiet sea symbolises not only silence and retreat, but also the process of rethinking – the conscious reversal of our thinking to gain new perspectives. The chair stands as an invitation to pause and radically reconsider how we lead our lives, work, and make decisions.

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Rethinking in der Arztpraxis: Betriebswirtschaftliches Denken und Handeln

Worum es geht

Das Gesundheitswesen steht in einem ständigen Wandel. Hausärzte und Fachärzte sind dabei nicht nur mit den medizinischen Herausforderungen ihrer Patienten konfrontiert, sondern zunehmend auch mit einem immer komplexeren Praxismanagement. Die traditionellen Strukturen und Denkmuster, die jahrzehntelang als Fundament einer erfolgreichen Praxisführung galten, werden durch den raschen Fortschritt in der Technologie, den zunehmenden administrativen Druck und den sich wandelnden Bedürfnissen der Patienten infrage gestellt. Hier setzt das Konzept des Rethinking an – eine radikale, aber notwendige Neuausrichtung des Denkens, die nicht nur für die Medizin, sondern auch für das betriebswirtschaftliche Management einer Arztpraxis von essenzieller Bedeutung ist.

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Leadership: Responsibility Thinking versus Progress Thinking

Overview

In modern leadership theory and practice, there is an increasingly apparent tension between two mental models: responsibility thinking and progress thinking. These approaches differ in their philosophy, psychological foundations, and practical relevance for leadership management. While responsibility thinking offers a clear framework for duties, responsibilities, and areas of activity, progress thinking focuses on continuous development, innovation, and adaptation. This article examines these two approaches from a philosophical and psychological perspective and analyses their significance for self-management and team leadership. Finally, we will look at the future relevance of progress thinking in an increasingly digitised and dynamic working world.

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Multifaceted and Challenging: The Expectations of Leadership

What It’s About

Leaders stand at the centre of every organisation. Their decisions, behaviours, and values shape not only the corporate culture but also the engagement and performance of their employees. The expectations placed on leaders are diverse and complex, grounded both in practical demands and moral and ethical principles. This article explores the different facets and meanings of the expectations placed on leaders and examines how these expectations influence the leadership and management of staff.

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Thanatopraxisches Management durch Haus- und Fachärzte: Bewahrung versus Transformation?

Worum es geht

Praxismanagement-Betriebsvergleiche zeigen: zwei Drittel der Praxisteams arbeiten, mit kleinen Veränderungen, noch heute mit denselben Strukturen und Abläufen, die seit der Gründung, Übernahme oder dem Beginn einer Kooperation die vor Jahren festgelegt wurden. Diese Tatsache erinnert an die Thanatopraxie, die Konservierung von Körpern nach dem Tod – eine Metapher für das Festhalten an veralteten Managementstrukturen. Während in der Thanatopraxie der äußere Zustand eines Körpers aufrechterhalten wird, schwindet im Inneren das Leben. Übertragen auf die Organisation einer Arztpraxis: Die Fassade bleibt stabil, doch innerlich stagnieren Abläufe, Ideen und die Entwicklung der Praxis.

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