Strukturion of Future Thinking
The term “realaverism” describes the tendency to deny or ignore unpleasant realities and often externalise them. In German medical practices, this realaverism manifests itself, for example, in the way in which the phenomenon of no-shows, i.e. the absence of patients from agreed appointments without prior cancellation, is dealt with.
Self-reflection is an important tool for personal and professional development that is particularly invaluable for managers. Despite its numerous benefits, it is neglected or even actively rejected by many managers.
Continue reading “Self-reflection: The wallflower of leadership”
Stellen Sie sich vor, Sie braten ein Steak, und plötzlich beginnt es anzubrennen. Würden Sie dafür den Stromanbieter, den Pfannen-Hersteller oder den Metzger verantwortlich machen? Wahrscheinlich nicht. Stattdessen würden Sie sich selbst die Schuld geben, weil Sie während des Kochens vielleicht telefoniert haben und Ihre Aufmerksamkeit nicht ausreichend auf das Steak gerichtet war. Doch viele Haus- und Fachärzte reagieren in Bezug auf Probleme des Praxismanagements wie in der Metapher beschrieben.
The article outlines the critical differences between agile leadership, which promotes adaptability and team empowerment, and actionist leadership, characterized by hasty, uncoordinated actions lacking long-term vision, emphasizing the disadvantages of the latter for both managers and employees.
Continue reading “The fine line between agility and actionism in leadership: A detailed analysis”
In management, the ability to adapt and change is critical to the long-term success of an organisation. Despite this necessity, many leaders show a clear reluctance to leave their comfort zones and implement necessary change. This mindset has profound negative effects that extend to different areas of the organisation and its stakeholders. The following is a detailed look at the negative consequences of leaders refusing to leave their comfort zones.
Continue reading “The comfort zone in leadership: An obstacle to innovation and growth”
Employee appraisals are an essential tool in day-to-day management, but many managers find it difficult to conduct these discussions efficiently and purposefully. This often leads to lengthy discussions that are not satisfactory for either the manager or the employee. The reasons for this are complex and lie both in the psychological dynamics of these discussions and in the structural framework conditions of the company.
Continue reading “Why managers often don’t get to the point in employee appraisals”
The feature most frequently mentioned in benchmarking practice analyses as part of the SWOT survey when it comes to the strengths of doctors and staff is the professional qualifications of the practice owners. However, this view is misleading and can even be dangerous for practice management. Why this is the case and what the consequences are is central to understanding modern practice management.
Continue reading “The competence fallacy of German general practitioners and specialists”
Im Gesundheitswesen spielen Analysen des Praxismanagements eine entscheidende Rolle, beispielsweise, um die Effizienz und Effektivität von Arztpraxen zu verbessern. Wenn diese Untersuchungen jedoch nicht systemisch angelegt sind, können erhebliche Nachteile entstehen. Dieser Artikel beleuchtet die negativen Auswirkungen solcher Ansätze auf Praxisebene.
Continue reading “Praxismanagement-Optimierung: Die Nachteile nicht-systemischer Analysen”
Hidden agendas in business meetings are hidden intentions or goals of one or more participants that are not openly communicated but can still influence discussions and decision-making. Recognising such hidden agendas is crucial for transparent and effective communication within the team and contributes to the integrity of the decision-making process.
Continue reading “QuickStart-Guide: Recognising and uncovering hidden agendas in meetings”
In der Medizin ist es undenkbar, dass Ärzte Therapieentscheidungen „aus dem Gefühl heraus“ ohne fundierte Daten wie Vitalwerte oder Laborergebnisse treffen. Diese evidenzbasierte Herangehensweise sichert eine hohe Behandlungsqualität und patientenzentrierte Versorgung. Interessanterweise findet diese datengestützte Entscheidungsfindung nicht ihren Weg in die ambulante Praxisführung. Die meisten Ärzte beschreiben die Organisation ihrer Praxis oft in wohlmeinenden Worten – “sie läuft eigentlich ganz gut” – ohne sich jedoch dabei auf objektive Messungen oder Vergleiche zu stützen.
R2049 