Strukturion of Future Thinking
Data, facts and instruments on the German health system
When measuring patient satisfaction, only the key performance indicator “Patient Care Quality Score (PCQS)” provides a realistic picture in comparison with classical methods such as school grade scaling.
Data, facts and instruments on the German health system
Every doctor and every medical assistant knows the small negative events that, to a greater or lesser extent, pervade everyday practice. Often they are related to patients who are then labelled “difficult” and with whom this stigma is forever associated. But the assessment is often made hastily and the real problem lies at a completely different level. Being aware of this and taking countermeasures can decisively improve the quality of work.
Data, facts and instruments on the German health system
GPs and specialists who systematically document and analyse all their activities in a personal time-use analysis for a specific period always benefit from a significant gain in time.
Continue reading “Medical time management: Everyone benefits from time tracking”
Data, facts and instruments on the German health system
In comparison, the creation of an electronic certificate of incapacity to work (eAU) takes 50 seconds more time than processing it via the “classical way”. General practitioners and specialists regard this additional organisational effort as a clear obstacle to their productivity. But the real problem lies somewhere else.
Continue reading “Organisation in the doctor’s practice: 50 seconds are not the problem”
Data, facts and instruments on the German health system
Work pressure, stress and demotivation: in many GP and specialist practices, these sensations are daily routine. But this does not have to be the case.
Data, facts and instruments on the German health system
Smoothly functioning practice management is the central starting point for achieving all conceivable practice goals: reducing work pressure, increasing efficiency and productivity, further improving patient satisfaction, increasing success or securing the future. But how do practice owners succeed in aligning their management in this way, even in the context of dynamically changing working conditions?
Continue reading “Practice management: Achieving your goals with key figures”
Data, facts and instruments on the German health system
Conflicts between medical professionals have fundamentally destructive effects on the quality of care and work of GP and specialist practices and are detrimental to the overall success of the practice, especially if they remain unresolved for a longer period of time. The entrepreneurial owners of high-performance practices (HPPs) therefore see conflict prevention and curation as their personal task and take care of the issue professionally, both preventively and curatively. With them, Eris, the goddess of conflict in Greek mythology, has little chance of success.
Continue reading “Mastering the medical mindshift: The anti-Eris strategy”
Data, facts and instruments on the German health system
In order to optimise their time management, general practitioners and specialists must also take into account visits from pharmaceutical representatives.
Continue reading “Medical time management: The disruptive factor of pharmaceutical visits”
Data, facts and instruments on the German health system
Many established practice owners are convinced that, due to their size, they do not need any special leadership measures, since the interaction of the staff results natively from the tasks to be done and the staff already know how to help themselves when problems and questions arise. A serious mistake.
Continue reading “Mastering the medical mindshift: Why leadership is so important”
Data, facts and instruments on the German health system
Excessive waiting times, uncoordinated procedures, poor telephone accessibility, hectic consultations with doctors – deficits in practice organisation are the number one point of criticism when patients are asked about their satisfaction with medical practices. are asked. Doctors and staff are also negatively affected. About 2/3 of the problems identified in practice analyses come from the area of organisational design. Doctors and their staff also suffer from this stress, anger and demotivation are the consequences of unresolved organisational deficits.
R2049 