Strukturion of Future Thinking
Data, facts and instruments on the German health system
How can the introduction of digital tools benefit a medical practice? This case study on the introduction of a system for online appointment booking shows it.
Praxismanagement-Kennziffern, die Key Performance Indikatoren (KPI), werden benötigt, um die Komplexität des Praxismanagements in Medizinischen Versorgungs-Zentren zu verdichten, die Gegebenheiten und Interaktionen der Aktions-Bereiche überschaubar zu machen, den Leistungs-Status zu diagnostizieren, ungenutzte Leistungsreserven zu identifizieren und die Betriebsführung gezielt zu steuern.
Nur wer die Leistungsdaten des Praxismanagements seines Betriebes genau kennt, kann sowohl medizinisch als auch wirtschaftlich nachhaltig erfolgreich arbeiten.
Das gilt auch für die Mitarbeiter-Führung und die Zusammenarbeit in Form einer “echten” Teamstruktur.
Data, facts and instruments on the German health system
“Alone we can do so little, together we can do so much.” (Helen Keller)
They are widespread, catchy, readily accepted without scrutiny because they spare them action and self-reflection, but are false and influence physician action: toxic mindsets in outpatient medicine. One example is the statement, “We are a team.” No term is used more frequently in the external presentation of medical practices, e.g., on websites, than the term “team.” Yet the reality is that in most practices, there is no team-based collaboration at all. This has far-reaching negative effects on efficiency, productivity and quality of results.
Continue reading “Toxic Mindsets in Family and Specialist Practices: “We’re a Team!””
Die Ergebnisse aus Patientenbefragungen in Haus- und Facharztpraxen führen häufig zu falschen Reaktionen aufseiten der Praxis-Teams. Zwei Gründe sind hierfür verantwortlich.
Data, facts and instruments on the German health system
Attempts to optimize practice management are often very difficult for general practitioners and specialists due to its complex structure and the multiple interactions of the action areas. The use of visualization technology solves this problem.
In Fachpublikationen, Seminaren und Veranstaltungen wird häufig von der Qualität des Praxismanagements gesprochen. Es zeigt sich jedoch, dass die Verwendung meist als Floskel erfolgt und es hierfür an einer inhaltlichen Unterfütterung fehlt. Dabei ist die Definition ganz einfach und pragmatisch.
Data, facts and instruments on the German health system
They are widespread, catchy, readily accepted without scrutiny because they spare them action and self-reflection, but are false and influence physician action: toxic mindsets in ambulatory medicine. Example.
In the evaluations of the IFABS Betriebsvergleich-Tracker© for GP, specialist and dental practice management, complaints by practice owners about poor staff, who work more incorrectly and are not committed or are not committed enough, frequently stand out in the free text information provided by participants.
However, the detailed analysis of work routines, management behavior and team structures show that, regardless of what the individual practice manager understands by the attribute “good”, a large number of management errors impair the quality of work, for example
The remarks make it clear: doctors are responsible for the quality of their staff, apart from individual cases of actual lack of skills. Or formulated in another way:
Every doctor has the employees he deserves through his behavior and the set work framework.
In addition: the average Teamwork Quality Score (TQS), i.e. the satisfaction of medical assistants regarding the degree of realization of the best practice team standard in their practices, is – viewed across all specialist groups – currently only 43.7% (optimum: 100%),
i.e., groups in primary care and specialty practices generally work together, a fact that surprises many practice owners after determining the indicator for their practice.
In this form of collaboration
At the same time, however, the status is a starting point for reorganizing the work in the practice by examining the reasons more closely and adapting the conditions for cooperation accordingly.
Ein Teil der Haus- und Fachärzte ist überzeugt, dass es nicht notwendig sei, bei gleicher medizinischer Versorgungsqualität im Rahmen der Angebote des Praxismanagements zwischen Kassen- und Privatpatienten zu differenzieren. Ein anderer Teil arbeitet mit Priority Lane-Ansätzen, auch wenn ärztliche Standesorganisationen diesen Sachverhalt bestreiten. Wie sehen die Ergebnisse im Vergleich aus?
Data, facts and instruments on the German health system
The central goal of the digital transformation of healthcare is to increase the quality of care. But the fulfillment of this objective will fail in the outpatient sector if the practice management insufficiency that prevails here is not eliminated at the same time.
Digitale Gesundheitsanwendungen (DiGA) performen seit ihrer Einführung äußerst schlecht. Die Ursachenanalyse zeigt, dass zwei Mindset-Bugs, ergänzt um zwei weitere „handwerkliche“ Fehler eine substanzielle Verbreitung torpedieren.
Continue reading “DiGA: Wie zwei Mindset-Bugs und zwei Konsultations-Fehler den Einsatz behindern”
R2049 