Structural Reconstructions
Validierte Leitlinien spielen eine zentrale Rolle für die Arbeit niedergelassener Ärzte und sind eine viel beachtete Hilfestellung im medizinischen Alltag, denn sie
Harmony in teams is a key feature of successful collaboration. It promotes mutual respect, motivation and facilitates communication. These positive characteristics lead to a working environment in which creativity and productivity can flourish. But there is also a flip side to this coin: too much harmony can have a toxic effect and hinder the team’s development. Below we look at when harmony becomes harmful, how to recognise it and what negative consequences it can have for a team.
Benchmarking analyses of practice management show that only 10% of German doctors have a professional goal agreement system. This alarmingly low level illustrates the considerable discrepancy between the requirements of effective practice management and the reality in many medical practices. But what are the concrete disadvantages for doctors in private practice who do not agree targets with their employees?
In an environment of technological innovation and global developments, managers need to constantly develop their skills and knowledge; the traditional understanding of management is no longer sufficient to meet the complex requirements. Instead, comprehensive reskilling is required, focussing on various key areas.
Continue reading “Leadership success and the necessity of reskilling”
Work overload, insufficient remuneration, non-functioning digitalisation, nonsensical health policy regulations and bureaucratisation dominate the complaints of doctors in private practice about their work. They convey the image of a profession that is suffering under its burden. However, a look at the reality of practice operations shows that this need not be the case, as numerous unused optimisation opportunities in practice management often remain unconsidered. This article examines the causes and consequences of this neglect and poses the provocative question of whether doctors in private practice may have masochistic tendencies.
Continue reading “Are german general practitioners and specialists masochists?”
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”
