Bad KPI for teamwork? Meeting quality is also causal!

What it’s all about

KPI-based team management in medical practices

  • Team Experience Portfolio (TEP)
  • Overall Team Satisfaction (OTS)
  • Team Harmony Balance (THB)
  • Teamwork Quality Score (TQS)
  • Return on Management (ROM)
  • Team Development Options (TDO)

TQS as a central variable

  • TQS > 80%: Team
  • TQS > 60% to <= 80%: Community
  • TQS > 40% to <= 60%: Group
  • TQS 0 to 40% Special-purpose association

The currentTeamwork-Quality

Meetings ensure quality of work

Empty Container vs. Intensive Meeting

  • greater than 80%: Productivity booster,
  • 60% to 80%: Intensive meetings,
  • 40% to 60%: Empty containers,
  • 0% to 40%: Disaster events

Physician dominance

  • too little consideration of the topics considered important by the assistants,
  • little opportunity to contribute to the organisation and content of the meetings,
  • little commitment to what is discussed,
  • more medical monologues than team dialogues,
  • dominance of negatively coloured topics of the doctors (mistakes, annoyances, etc.)
  • hardly any consideration of suggestions for change and improvement.

Planning and conducting productive team meetings

  • to discuss in a timely and concrete manner all points that are important for the smooth running of the practice,
  • to jointly develop solutions to problems, if necessary, which are supported by all and are binding for all,
  • to use the knowledge and skills of the staff in a targeted way,
  • to increase job satisfaction and motivation by involving the staff and to optimise the working atmosphere.

The building blocks of professional practice meetings

Regular implementation

Integration of the entire practice team

Create an agenda

Determine duration

Creating a discussion atmosphere

Ensure that there is no disturbance

Discussion in the team

Address problems and mistakes appropriately.

  • Unpleasant points should always be introduced neutrally and openly; direct accusations and arguments should be avoided.
  • Tensions can be reduced through humour and friendliness.
  • Criticism should always be factual, not emotional, and balanced with praise and recognition.
  • Do not “hunt” for the guilty party, but look for the cause (motto: “Every mistake is an opportunity to become even better.”).

Protocol of results

The TeamworkCheck



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Klaus-Dieter Thill

Klaus-Dieter Thill

Owner and director of the Institute for Business Analysis, Consulting and Strategy Development, Düsseldorf, Germany, Photographer, Author