Strukturion of Future Thinking
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.
Communication plays a central role in the modern working world, especially for managers. One particular form, de-escalating communication, has proven to be particularly effective in resolving conflicts and reducing tensions. But what is meant by this term, what are the benefits of the principle and what tools are needed?
If the statements on websites and in social media are to be believed, the various players in the German healthcare system are doing everything they can to provide their patients with the best possible care and support within the scope of the services they offer. However, patient surveys often paint a very different picture of the reality.
In a world increasingly permeated by technology, the way we work has fundamentally changed. Automation, artificial intelligence and digital tools have revolutionized many aspects of traditional work and made processes more efficient. However, this technological evolution not only brings benefits, but also poses new challenges for the management and leadership of companies and teams. Inspiring leadership is becoming increasingly important in this technologized world of work. It provides the emotional and social balance to an often rational and machine-digital working environment and makes a decisive contribution to the success of organizations.
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The majority of German GPs and specialists complain about a significant lack of time. However, only very few carry out analyses of the causes. Yet work analyses, in which practice owners document and evaluate their daily activities over a longer period of time (time tracking), show that around a third of the time spent can be saved through reorganisation. This article sheds light on the psychological reasons for the phenomenon of “unwillingness to analyse” and examines the underlying mechanisms.
Self-doubt is a pervasive phenomenon in the lives of leaders. Its impact can be both destructive and constructive, depending on its nature and how it is dealt with. It is important to understand the difference between positive and negative self-doubt in order to recognize and manage their impact on leadership quality.
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The frequently heard leitmotif “A bad decision is better than no decision at all” suggests that inability to act or procrastination are more harmful than a suboptimal decision. This philosophy is based on the idea that action, even if it is not perfect, always brings progress and can provide valuable insights. But is this maxim really tenable? In practice, the consequences of bad decisions are often more serious than the deliberation and hesitation. This article examines the veracity of this statement in the context of modern management practices and sheds light on when procrastination might be the better path.
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The discussion about the shortage of skilled labour in German medical practices mainly focuses on salary as the key factor in solving the problem. It is often argued that higher salaries are the main means of retaining staff in practices and attracting new specialists. However, recent studies and research findings refute this assumption and show that other factors play a far greater role in employee motivation and retention.
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General practitioners and specialists in Germany face a variety of challenges in managing their practices. However, despite a noticeable increase in work pressure, practice owners do not implement around half of the regulations, tools and behaviours that are essential for a smoothly functioning practice, even under changing circumstances. They have had to inflict the resulting effects on themselves, their staff and their patients on a daily basis and are resistant to external advice. There are various reasons for this rejection, which are rooted in both personal and structural factors.
Circular questions are a special form of questioning technique that was originally developed in systemic therapy and is now also used in leadership management. Unlike direct questions, which are often aimed at a specific answer, circular questions aim to shed light on relationships, interactions and perceptions within a team or organisation.
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R2049 