Strukturion of Future Thinking
Doctors in private practice have a distant to negative relationship with the term “business management”. This is mainly due to ignorance and prejudice. However, this attitude means that important tools that can improve patient care, guarantee the flexibility required for transformation in the medium term and ensure the long-term success of the practice are not utilised.
Continue reading “Outpatient care of the future in Germany: Not without business knowledge”
Teams are at the heart of productive companies. Cohesion and efficient cooperation within this form of collaboration is crucial for success. Managers are therefore faced with the challenge of not only adequately managing the performance of their teams, but also recognising and resolving potential conflicts at an early stage. Early indicators play a central role here. These indicators, which are often subtle and difficult to recognise, can give managers valuable clues that a conflict could seriously jeopardise the team structure.
Continue reading “Early indicators of impending team conflicts: A guide for managers”
Benchmarking studies of practice management show that, on average, GPs and specialists in Germany only consider half of the best practice standard in their practice management. This deficit has a considerable impact on economic efficiency because, metaphorically speaking, money is being thrown out of the window.
It is not only in the healthcare sector that managers must be prepared for employees to make mistakes However, how these mistakes are addressed can have a significant impact on the working relationship and team climate. It is crucial to formulate criticism in such a way that it is received constructively and does not impair cooperation. Here are five psychological principles and the corresponding wording alternatives that managers can use to address mistakes and maintain the quality of cooperation.
Continue reading “Effective communication of mistakes: Five wording alternatives for managers”
Managers are expected to master a variety of challenges, from managing employees to making strategic decisions and adapting to market changes. One is to find the balance between persistence and stubbornness. While perseverance is often seen as a virtue, stubbornness can lead to problems. But how can managers recognise the difference and ensure that they act persistently but not stubbornly?
Continue reading “Positioning for managers: The fine line between persistence and stubbornness”
ℹ️ Der Berufsverband der HNO-Ärzte meldet nach einem Bericht der Ärzte Zeitung von gestern über eine “desolate Personalsituation” in den Praxen.
Despite the availability of a best practice standard for practice management, benchmarking analyses show that, on average, German GPs and specialists only implement around half of this validated guideline. This discrepancy has far-reaching negative effects on the quality of patient care.
The feeling of revenge is a complex emotion that can naturally also occur among managers in a professional environment. The psychology behind these feelings is complex and can be attributed to various factors.
One of the tasks of managers is to recognise the causes of different performance levels among employees. One example is recognising whether the cause of poor performance is laziness or underchallenge.
Continue reading “Underchallenged or lazy: How managers recognise the difference”
One of the behaviours of highly successful managers is to continuously look for ways to increase their efficiency, improve their emotional intelligence and optimise their decision-making. One method that is increasingly being discussed in this context is journaling. But is it actually a serious tool for self-management, or is it an esoteric gimmick? In this article, we will examine the practice of journaling in depth to assess its potential benefits and its place in a manager’s repertoire.
Continue reading “Journaling for managers: Esoteric gimmick or serious self-management tool?”
R2049 