Structural Reconstructions
The results of benchmarking studies on practice management show clear deficits among German GPs and specialists when it comes to leading their staff. This article highlights the five most common mistakes and explains the underlying psychological mechanisms.
Managers are under constant scrutiny and immense pressure as they are expected to lead their teams effectively, make strategic decisions and consistently deliver high performance. Despite their often impressive skills and achievements, they are not immune to self-doubt. These doubts can significantly impact both their own effectiveness and that of their team. This article explores the origins of self-doubt in leaders, highlights its negative effects and outlines effective strategies to overcome it.
Continue reading “Self-doubt in managers: Understanding, effects and solutions”
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.
