Strukturion of Future Thinking
Einer der Aspekte, der im Rahmen unserer Praxismanagement-Betriebsvergleiche untersucht wird, bezieht sich darauf, ob die untersuchten Haus- und Facharztpraxen als „Lernende Praxen“ führen, d. h. ob sie kontinuierlich und aktiv daran arbeiten, die Qualität der Arbeit systematisch weiterzuentwickeln. Nicht nur in Bezug auf die Zukunftsfähigkeit ist die Antwortquote alarmierend: nur etwas mehr als 10 % der Praxisinhaber bestätigen die Beschreibung für ihren Betrieb.
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”
One of the aspects analysed as part of our practice management benchmarking is whether the GP and specialist practices surveyed run as “learning practices”, i.e. whether they are continuously and actively working to systematically develop the quality of their work. The response rate is alarming not only with regard to sustainability: only just over 10% of practice owners confirm the description for their practice.
➡️ Die Realität der Umsetzung von Teambesprechungen in Haus- und Facharztpraxen ist schnell beschrieben: sie werden zu selten durchgeführt, sind im Hinblick auf die Ergebnisse-Erzielung vielfach unproduktiv strukturiert und Beschlüsse bleiben häufig ohne Verbindlichkeit.
Managers are faced with the challenge of making decisions that not only have far-reaching consequences, but also have to be made under a high degree of uncertainty. The image shown here of a woman sitting alone in a restaurant can be understood as a metaphor for the isolation and reflection that managers experience.
Continue reading “Managementography: Lonely at the top – The role of reflection in management”
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”
➡️ Effizienz in Arztpraxen entsteht, wenn die Lücke zwischen subjektiver Wahrnehmung des Praxismanagements und der Realität geschlossen wird
⚠️ Nur die wenigsten Haus- und Fachärzte untersuchen systematisch und regelmäßig die Funktions-Qualität ihres Praxismanagements.
Continue reading “Praxismanagement: Was ein Perspektiv-Wechsel bewirkt”
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”
Die “TeamFiction” bezeichnet eine verbreitete Fehleinschätzung unter Praxisinhabern bezüglich der tatsächlichen Qualität und Effektivität der Zusammenarbeit ihres Personals. Viele nehmen an, dass ihre Mitarbeiter als kohäsives Team agieren, während in Wirklichkeit oft nur lose Gruppen ohne tiefe Kooperation oder gemeinsame Zielsetzung existieren. Dieses Missverständnis hat signifikante negative Konsequenzen für das Praxismanagement und den Praxiserfolg.
Continue reading “Die Auswirkungen der “TeamFiction” auf das Praxismanagement”
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 