Strukturion of Future Thinking
In Arztpraxen spielt die interne Kommunikation zwischen Praxis-Leitung und den Mitarbeitenden eine zentrale Rolle. Systemische Fragen bieten in diesem Kontext eine besonders wirkungsvolle Methode, um das tiefere Verständnis von Zusammenhängen zu fördern, neue Perspektiven zu ermöglichen und die Selbstverantwortung der Mitarbeitenden zu stärken. Aber was genau sind systemische Fragen, welche Arten von Fragen gibt es und wie lassen sie sich im Praxisalltag sinnvoll einsetzen?
Charisma is a term that is often quoted but not always clearly defined, especially in the context of leadership and management. Charismatic leaders seem to have a special charisma and an ability to inspire and motivate those around them. This article highlights the specific characteristics that characterise a charismatic leader.
Continue reading “Charisma in leadership: Must-have or nice-to-have?”
In outpatient care in Germany, the trend has manifested itself of attributing problems that affect general practitioners and specialists in private practice monocausally to external factors such as bureaucratisation, digitalisation or a shortage of specialists. This externalisation of problem solutions, often accompanied by a monocausal argument, has numerous negative effects on the development of progress in outpatient patient care.
Continue reading “The vicious circle of externalisation in German outpatient care”
LinkedIn is a valuable platform for professionals to share information, network and stay informed about current trends. However, extreme caution is required when it comes to posts that use statistical data. Many of these statements are not based on solid foundations and can be misleading.
Continue reading “Beware of LinkedIn posts with statistics: Why critical thinking is essential”
Managers are often faced with the challenge of helping employees to change their perspective during feedback discussions. When dialogue partners have an entrenched, possibly incorrect view of certain aspects of work, it is particularly important to take a targeted and empathetic approach. Knowledge of psychological methods and tools can be crucial in these conversations in order to achieve the desired change. This article looks at how you as a manager can use these approaches effectively in five steps.
The German healthcare system is a complex, constantly changing system that presents practice owners with a variety of challenges. In this context, key performance indicators (KPIs) for practice management provide essential guidance for managing a practice efficiently, safely, purposefully and successfully in the long term. However, the frequent neglect of these important tools in German medical practices – only a third of practices use KPIs for practice management – harbours a number of significant risks that can have a considerable impact on both practice performance and patient care.
Continue reading “Risky: 2/3 of German GPs and specialists work without practice management KPI”
In the set of futurised practices that managers need, the ability to conduct empathic conversations is of central importance. In doing so, they not only respond rationally to the concerns and problems of their employees, but also take emotional aspects into account. Empathy, the ability to understand and appreciate the feelings and perspectives of others, is an essential part of this dialogue. It requires the manager to listen actively, not to judge, to show genuine interest and to respond appropriately to the emotional needs of staff.
Clear and respectful communication is the backbone of every successful medical practice. Choosing the right words plays a crucial role for practice owners. However, there are certain phrases that practice owners use time and time again when communicating with staff that have the exact opposite effect, leading to misunderstandings and creating frustration and a negative working environment.
Making quick and correct decisions is an essential skill for managers. The following skills and techniques support managers in this.
One aspect of the development opportunities for practice management in German medical practices remains almost unnoticed: positivity. Its absence as a practice value leads to a multitude of barriers that limit the performance potential that can be activated in every respect.
R2049 