Strukturion of Future Thinking
In the healthcare sector, the interaction between doctors and their staff plays a central role in the success of a practice. Nevertheless, the results of practice management comparisons show that the majority of German doctors in private practice ignore their employees’ suggestions for change or give them little commitment. This behaviour, known as “change aversion”, is deeply rooted in the psychological structures and dynamics that operate in the professional environment.
Internal communication between practice management and employees plays a central role in medical practices. In this context, systemic questions offer a particularly effective method for promoting a deeper understanding of interrelationships, enabling new perspectives and strengthening the personal responsibility of employees. But what exactly are systemic questions, what types of questions are there and how can they be used effectively in everyday practice?
In Arztpraxen spielt die interne Kommunikation zwischen Praxis-Leitung und den Mitarbeitenden eine zentrale Rolle. Systemische Fragen bieten in diesem Kontext eine besonders wirkungsvolle Methode, um das tiefere Verständnis von Zusammenhängen zu fördern, neue Perspektiven zu ermöglichen und die Selbstverantwortung der Mitarbeitenden zu stärken. Aber was genau sind systemische Fragen, welche Arten von Fragen gibt es und wie lassen sie sich im Praxisalltag sinnvoll einsetzen?
In outpatient care in Germany, the trend has manifested itself of attributing problems that affect general practitioners and specialists in private practice monocausally to external factors such as bureaucratisation, digitalisation or a shortage of specialists. This externalisation of problem solutions, often accompanied by a monocausal argument, has numerous negative effects on the development of progress in outpatient patient care.
Continue reading “The vicious circle of externalisation in German outpatient care”
The German healthcare system is a complex, constantly changing system that presents practice owners with a variety of challenges. In this context, key performance indicators (KPIs) for practice management provide essential guidance for managing a practice efficiently, safely, purposefully and successfully in the long term. However, the frequent neglect of these important tools in German medical practices – only a third of practices use KPIs for practice management – harbours a number of significant risks that can have a considerable impact on both practice performance and patient care.
Continue reading “Risky: 2/3 of German GPs and specialists work without practice management KPI”
Clear and respectful communication is the backbone of every successful medical practice. Choosing the right words plays a crucial role for practice owners. However, there are certain phrases that practice owners use time and time again when communicating with staff that have the exact opposite effect, leading to misunderstandings and creating frustration and a negative working environment.
One aspect of the development opportunities for practice management in German medical practices remains almost unnoticed: positivity. Its absence as a practice value leads to a multitude of barriers that limit the performance potential that can be activated in every respect.
If the statements on websites and in social media are to be believed, the various players in the German healthcare system are doing everything they can to provide their patients with the best possible care and support within the scope of the services they offer. However, patient surveys often paint a very different picture of the reality.
The majority of German GPs and specialists complain about a significant lack of time. However, only very few carry out analyses of the causes. Yet work analyses, in which practice owners document and evaluate their daily activities over a longer period of time (time tracking), show that around a third of the time spent can be saved through reorganisation. This article sheds light on the psychological reasons for the phenomenon of “unwillingness to analyse” and examines the underlying mechanisms.
Der HNO-Verband beklagt, dass seine Mitglieder aktuell vor großen Herausforderungen im Personalmanagement ihrer Praxen stehen. Das zentrale Problem ist ein akuter Mangel an Medizinischen Fachangestellten. Die Hälfte der HNO-Arztpraxen sucht derzeit, so der Verband, aktiv nach Mitarbeiterinnen und fast zwei Drittel haben in den vergangenen zwölf Monaten Angestellte verloren. Hauptargument ist, dass die Mitarbeiterinnen in besser bezahlte Positionen wechseln.
Continue reading “‼️ Das Dilemma der HNO-Ärzte / The German ENT doctors’ dilemma”
R2049 