Strukturion of Future Thinking
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.
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.
The discussion about the shortage of skilled labour in German medical practices mainly focuses on salary as the key factor in solving the problem. It is often argued that higher salaries are the main means of retaining staff in practices and attracting new specialists. However, recent studies and research findings refute this assumption and show that other factors play a far greater role in employee motivation and retention.
Continue reading “Skills shortage: The myth of salary as the main motivator in outpatient medicine”
General practitioners and specialists in Germany face a variety of challenges in managing their practices. However, despite a noticeable increase in work pressure, practice owners do not implement around half of the regulations, tools and behaviours that are essential for a smoothly functioning practice, even under changing circumstances. They have had to inflict the resulting effects on themselves, their staff and their patients on a daily basis and are resistant to external advice. There are various reasons for this rejection, which are rooted in both personal and structural factors.
Practice management comparisons show that German GPs and specialists who introduce digital solutions in their practices are dissatisfied with the effects. Some even complain that, contrary to expectations, this even leads to a permanent increase in workload. The reason for this is the under-appreciated phenomenon of the digital readiness gap.
Continue reading “Digitalization in German medical practices: Often built on sand”
On the cover picture we see two contrasting images: On the one hand, an elegant, snow-white passenger ship on a sales brochure and, on the other, a run-down, oily ship’s engine. The ship represents the appearance of perfection and efficiency. It stands for the image that many German doctors have or would like to have of their practice – clean, smoothly functioning and attractive to patients.
The German healthcare system, particularly in the area of doctors in private practice, is undergoing rapid change, driven by digitalisation, regulatory changes and changing patient expectations. Against this backdrop, GPs and specialists are faced with the question of how they can align their practice management with change in the short, medium and long term in such a way that they retain active control over the organisation of their practice work and do not become “victims” of the changes. The strategy required for this is entrepreneurial practice management in the form of professionally implemented best practice practice management. However, the reality of implementing this approach in German medical practices has so far been very limited; one even has to speak of a kind of “ecophobia”, a fear or strong aversion to dealing with economic and management issues of one’s own practice management.
Continue reading “How ecophobia is hindering the development of outpatient medicine in Germany”
The digitalization of the healthcare system has gained rapid momentum in recent years, and patients increasingly expect doctors in private practice to offer professional digital solutions for their diagnostic and therapeutic options as well as service offerings. This expectation is not just a result of technological advances, but is deeply rooted in human psychology, a fact that the digital dissenters among practice owners do not take into account.
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.
R2049 