Strukturion of Future Thinking
Data, facts and instruments on the German health system
How can the introduction of digital tools benefit a medical practice? This case study on the introduction of a system for online appointment booking shows it.
Data, facts and instruments on the German health system
“Alone we can do so little, together we can do so much.” (Helen Keller)
They are widespread, catchy, readily accepted without scrutiny because they spare them action and self-reflection, but are false and influence physician action: toxic mindsets in outpatient medicine. One example is the statement, “We are a team.” No term is used more frequently in the external presentation of medical practices, e.g., on websites, than the term “team.” Yet the reality is that in most practices, there is no team-based collaboration at all. This has far-reaching negative effects on efficiency, productivity and quality of results.
Continue reading “Toxic Mindsets in Family and Specialist Practices: “We’re a Team!””
Data, facts and instruments on the German health system
Attempts to optimize practice management are often very difficult for general practitioners and specialists due to its complex structure and the multiple interactions of the action areas. The use of visualization technology solves this problem.
Data, facts and instruments on the German health system
They are widespread, catchy, readily accepted without scrutiny because they spare them action and self-reflection, but are false and influence physician action: toxic mindsets in ambulatory medicine. Example.
In the evaluations of the IFABS Betriebsvergleich-Tracker© for GP, specialist and dental practice management, complaints by practice owners about poor staff, who work more incorrectly and are not committed or are not committed enough, frequently stand out in the free text information provided by participants.
However, the detailed analysis of work routines, management behavior and team structures show that, regardless of what the individual practice manager understands by the attribute “good”, a large number of management errors impair the quality of work, for example
The remarks make it clear: doctors are responsible for the quality of their staff, apart from individual cases of actual lack of skills. Or formulated in another way:
Every doctor has the employees he deserves through his behavior and the set work framework.
In addition: the average Teamwork Quality Score (TQS), i.e. the satisfaction of medical assistants regarding the degree of realization of the best practice team standard in their practices, is – viewed across all specialist groups – currently only 43.7% (optimum: 100%),
i.e., groups in primary care and specialty practices generally work together, a fact that surprises many practice owners after determining the indicator for their practice.
In this form of collaboration
At the same time, however, the status is a starting point for reorganizing the work in the practice by examining the reasons more closely and adapting the conditions for cooperation accordingly.
Data, facts and instruments on the German health system
The central goal of the digital transformation of healthcare is to increase the quality of care. But the fulfillment of this objective will fail in the outpatient sector if the practice management insufficiency that prevails here is not eliminated at the same time.
Data, facts and instruments on the German health system
Physicians in private practice have a distant or even negative attitude towards the term “business administration”. Above all, ignorance and prejudices are responsible for this. But this attitude means that important tools that can improve patient care, ensure the flexibility needed for transformation in the medium term, and secure practice success in the long term are not being used. But this situation is about to change.
Continue reading “Outpatient care of the future: Not without business knowledge”
Data, facts and instruments on the German health system
The results of the IFABS Betriebsvergleich-Tracker© for GP and specialist practice management show that deficits exist in almost every medical practice, the elimination of which could significantly improve the entrepreneurial scope of action and the financial result.
If one examines the profit before and one year after a practice management comparison© consistently implemented in the results, increases of up to 25% are found.
Data, facts and instruments on the German health system
Many primary care and specialty physician practices operate inefficiently and with significantly limited productivity due to severely developed operational blindness.
Data, facts and instruments on the German health system
The benchmarking function of the Practice Management Comparison© makes it possible to scale the qualitative descriptions of the work of a medical practice and to compare them with objective representative metrics. In this way, it is possible not only to record the type and intensity of the regulations used to manage the practice, but also their effects, so that a 360-degree view of the practice’s work is created. Key performance indicators (KPIs) can be derived from the comparison. An application example for the action area “Organization” illustrates the potential of this advanced technique.
Data, facts and instruments on the German health system
General practitioners and specialists are still unfamiliar with the Internet knowledge of their patients on health issues, but this must change in the future in order to communicate in a targeted manner.
R2049 