Strukturion of Future Thinking
At a time when digital innovations form the backbone of efficient business management, the German healthcare system, especially in medical practice communication, often falls short of its potential. A particularly pressing problem is the “telephone imposition” – a significant burden for both patients and practice staff, which manifests itself in endless queues and the expectation of callbacks.
Continue reading “The telephone imposition: Why doctors need to rethink”
In management the distinction between “being busy” and “being productive” is crucial. While both terms may seem similar at first glance, a deeper look reveals significant differences that have a major impact on the effectiveness and efficiency of managers.
Continue reading “Busy vs. productive: A critical look at leadership management”
Like all other players in the healthcare system in Germany, GPs and specialists are also facing a major challenge: digitalisation. However, the widespread reluctance of many practice owners to embrace this transformation is often misinterpreted. It’s not primarily about a rejection of the technology itself, but about a deeper, often unconscious realisation for doctors: current practice management models are reaching their limits and a comprehensive redesign of management is unavoidable.
For professional managers, the most important thing is to be flexible and far-sighted. An interesting development in this context is the emergence of so-called “management preppers” – managers who actively prepare for the end of their employment in a company well in advance, long before such a turn of events is even foreseeable. This phenomenon raises a key question: Is this form of precaution a clever self-protection measure or a sign of disloyalty to the company?
Continue reading “Management prepper: Precaution or disloyalty?”
In the modern working world, one of the biggest challenges for managers is how to give employees constructive and respectful warnings. A warning is often necessary to draw attention to problems or misbehaviour in the workplace. But how can this be done in a way that helps employees to improve without diminishing their motivation or self-esteem? This guide offers practical strategies and steps for approaching this sensitive topic professionally and empathetically.
Continue reading “QuickStart-Guide: Appreciative warnings for employees”
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 the dynamic world of management, leaders play a crucial role in implementing strategies, achieving organisational goals and fostering a positive corporate culture. However, despite their competences and aspirations, managers often encounter obstacles that prevent them from achieving their set goals. These hurdles are diverse and complex and can be on an individual level as well as in the context of the organisational environment. The main reasons that can lead to this discrepancy between goal setting and goal achievement are discussed below.
Continue reading “Missing the Mark: Why Leaders Fail to Achieve Their Goals”
Routines are the backbone of efficient teams. They provide a structure that enables recurring tasks to be completed with less cognitive effort and create space for creativity and innovation when faced with more complex challenges. But as useful as routines may be, they harbour the danger of drifting into a sphere of mediocrity, where habit replaces innovation and excellence. This article presents strategies that managers can use to utilise the benefits of routines without their team falling into the trap of mediocrity.
Continue reading “How to overcome the dark side of routines”
The phrase “What would we do without you?” is a widespread and popular tool for motivating employees. This praise is intended to give them the feeling that they play an essential role in the company. However, a closer look at management practice reveals a different reality, and the seemingly flattering statement turns out to be largely insubstantial and misleading.
Continue reading “The fallacy of irreplaceability: A critical look at popular management practices”
For decades, the pharmaceutical sales force has been a firmly established institution in the German healthcare system, despite ongoing discussions about its relevance. Advocates emphasise that many doctors appreciate the personal exchange and that complex medications often require a direct explanation. Nevertheless, deeper structural motives, linked less to efficiency than to internal power structures and fears, appear to play a major role in maintaining this practice.
Continue reading “The challenges and realities of the pharmaceutical sales force in Germany”
R2049 