Strukturion of Future Thinking
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.
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.
Efficient and adaptable practice management is crucial for maintaining high standards of patient care and operational success. Despite this, many GPs and specialists in private practice are surprisingly resistant to change, even when there is clear evidence that their current systems are failing. Below are the five most common pretexts and excuses that practice owners use to avoid making necessary changes. Understanding the psychological motives behind these excuses is crucial to recognising the underlying resistance to change.
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?
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?”
Patient satisfaction plays a key role in the success of GP and specialist practices. Practice management comparisons show that doctors and medical assistants overestimate patient satisfaction by an average of 30%. This discrepancy can be explained by various psychological mechanisms.
The results of practice management comparisons and the associated employee surveys in German general practitioner and specialist practices show: In many medical practices, the personal initiative of medical assistants is not welcomed and is even consistently discouraged. There are various reasons for this behaviour on the part of practice owners, including both practical and psychological aspects. This article highlights the most important reasons and outlines the consequences.
Continue reading “Efficiency barriers in German medical practices: Personal initiative? No thanks!”
In the search for development opportunities and future prospects for outpatient healthcare, one central starting point and design parameter is usually ignored: practice management. But its quality is currently poor. This white paper describes why practice management is so important and what GPs and specialists can do about their insufficiency.
When reviewing the results from cross-sectional analyses of our studies as part of practice management benchmarking, I repeatedly notice outstanding individual aspects that are already symptomatic in the individual analyses, but whose implications for the healthcare system only really become clear in their aggregated totality. An example of this is the best practice implementation, or rather: non-implementation (“LeadNeglection”) in the practice management action area “Employee management”.
Due to an incorrect methodology, the “classic” patient survey used in most German medical practices is unable to provide GPs and specialists with realistic insights into the satisfaction of their practice visitors. As a consequence, this leads to necessary change measures not being discovered at all.
R2049 