Strukturion of Future Thinking
Metaphors are a good way of making complex ideas or effects understandable, vivid and tangible. One such metaphor is that of “sarcopenia through routines”. Originally from the field of medicine, this term is used in a figurative sense to illustrate the negative effects of overly rigid routines in organisations.
Continue reading “Sarcopenia through routines: Insights and action strategies for managers”
The medical landscape in Germany is facing fundamental change. While some medical practices have already recognised the signs of the times and are proactively approaching the future, many others are still stuck in traditional structures. Around 20 % of German GP and specialist practices can be categorised as progressive, 30 % are in a transitional stage and 50 % are still operating traditionally. The difference between these groups can be attributed to three key aspects: entrepreneurial practice management, the targeted use of digitalisation and the development of soft skills.
Continue reading “Rather low: The future orientation of medical practices in Germany”
Anxiety in management is a multifaceted phenomenon that affects both managers as individuals and organisations as a whole. It can have various causes and manifest itself in different forms. This article provides a comprehensive overview of the different types of anxiety that can occur in a management context and highlights counter-strategies.
Continue reading “Fear in everyday leadership: Forms and strategies for overcoming it”
A characteristic feature of German practice owners is the evaluation of the quality of their practice management based on subjective assessments instead of objective data. This inevitably leads to serious misjudgements that have a negative impact on the overall service provision and quality of practice operations, a situation that can be identified time and again in practice management comparisons.
In modern management, involving team members in decision-making processes is often seen as key to increasing motivation, commitment and ultimately the performance of the entire team. But the question of up to what point a manager should involve their team members in decisions and at what point they should make the decisions themselves is complex and depends on various factors. This article details how leaders can find and maintain this balance.
Continue reading “Involving team members in decisions: A guide for managers”
Patient satisfaction plays a key role in the success of GP and specialist practices. Practice management comparisons show that doctors and medical assistants overestimate patient satisfaction by an average of 30%. This discrepancy can be explained by various psychological mechanisms.
The following article deals with the difference between a traditional manager and a leading personality. While leaders derive their authority from formal power structures and their position within the organisation, leading personalities exert influence through their exceptional personality traits and skills such as charisma, vision and integrity, regardless of their formal position.
Continue reading “The difference between leader and leading personality”
Medical practice comparisons show that the approximately 15% of German doctors in private practice who systematically use digital solutions are characterised by entrepreneurially oriented practice management in the form of best practice practice management, in contrast to their professional colleagues who are transitory or traditional in terms of transformation.
Continue reading “Practice management: What characterises progressive medical practices in Germany”
Inefficient self-management not only impairs the individual performance of the manager, but also has a negative impact on the motivation and productivity of employees. The most important causes of poor self-management that can be observed in practice are described in detail below.
Continue reading “Management: Poor self-management among managers”
➡️ Die Effizienz des Praxismanagements ist die Grundvoraussetzung für eine erstklassige medizinische Versorgung und patientengerechten Service.
Continue reading “Warum viele Arztpraxen ineffizient arbeiten”
R2049 