Time for Timemanagement

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Time for Timemanagement
Dont waste time fiddling in this workshop!

• Cristina Isar
• Pieter van den Hombergh

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For successful timemanagement it is absolutely
necessary to be willing to analyse and change
your habits and intentions
Time for Timemanagement
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Effective and efficient

• EFFECTIVE
• Doing your things in the time planned
• EFFICIENT
• Doing your things in less time than planned

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Parkinsons law

• Work
• tends to fill the time
• that is planned
• for it

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More definitions

• Workload hours (per week or day)
• Pressure of work experienced workload
• Job stress unhealthy/ unwanted pressure
• Coping what you learn in this workshop
• ( the way people can handle stress)
• Burn out person cannot cope anymore

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2 out of 10 GP does not retire as GP
How big is the problem of burn out?

• The majority of GPs leave the job before 50

• Burn out is on the increase

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Average time spent per week on activities (full
time GPs)
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Total working hours 55.6 hrs
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Role patternsinhibiting change

• Keeping up appearances
• Scarecrows
• Martyrs
• Control freaks

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Resistance rationalizations

• I already work quite efficient
• When I see patients waiting, I work faster and
  better
• If I save time, other problems will show up (
  law of permanency of misery)

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GP Mr.Vassily Diehard

• Third GP in a group practice of four GPs
• Eight oclock in the morning
• No appointments for half an hour
• Practice nurse recommends cleaning your desk

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Well lets see, isnt he pathetic

• He doesnt select whats relevant in the
  literature
• O yeah, he wants to keep up with everything
• What is he reading for? Homo universalis?

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He is ignorant in more aspects

• He has only a vague clue, what he should be
  training professionally
• Good heaven
• His personal goals seem to be blurred
• What does he want to accomplish as a GP?

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Did you notice?

• Every paper
• passes
• Twice
• through his hands

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Is he somehow attracted to the nurse, is she
beautiful?

• He immediately assumes his presence is wanted.
• He takes over the problem and offers his services
  without invitation. ( reverse delegation)
• The nurse also has to wait because he has to
  finish his referral letter.

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Very clever to postpone the writing of a referral
letter

• He could have written the referral letter during
  the consultation
• It was a C-activity, It has become an A-activity
  ( urgent)
• The medical record is not up to date
• He never plans time for administrative tasks

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God punishes straight away

• He forgot to look in his agenda
• He forgot to negotiate (bargain)
• A one hour meeting that evening is a better
  option
• Where is the handy telephone list call back, Oh!!

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Stumbling and bumbling?

• The repeat prescription is badly organised
• Patients come when their drugs are finished
• Synchronizing repeat prescription asks for a good
  system to avoid unnecessary visits.
• An information leaflet on the practice rules is a
  must and no luxury

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The Saviour for low back pain

• This patient understands very little of the
  complaint low back pain, its prognosis and
  treatment, but you helped (sic) him yesterday.
• You forgot to give him information yesterday
• He responds without seeing the file dangerous!

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EPILOGUE

• HE STARTS LATE WITH HIS SURGERY
• HIS ASSISTANT IS DEMOTIVATED
• HE IS ALREADY TIRED OUT OF CONTROL

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How to become aware of your time management

• Start filling in the questionnaires
• Do it honestly and do not discuss it
• Try to think which time management problem, you
  like to solve first foremost

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ABC-drill

• A explains to B his objectives (goal, problem,
  plan). He does that systematically, giving A a
  brief outline of his practice profile
• B listens actively and communicates openly
• C is in charge of the process and the time (15
  min) and makes notes. 5 Minutes before time C
  askes A and B to report on the process and C
  gives feedback

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A

• A tells B what As problems are in his/her time
  management
• What are As objectives for improving
• A invites B to ask critical and explorative
  questions
• Dont discuss, you waste time
• A asks B for an honest opinion

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B McKinsey

• B communicates open, without judgement
• B tries to get a finger behind As problem
• B doesnt give advice,
• B doesnt solve As problems
• Use helpful questions
• What does A want to realise?
• Why does A want to change?
• For who does A want it?
• What does it solve?
• How do I - as B - see As problem?

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C

• C listens, makes notes
• C checks the time and is chairman
• C guards the process, stick to the subject
• C gives feedback in the last 2 minutes

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TIMEMANAGEMENT General strategies

• Delegation
• Planning
• Active versus reactive management
• Listen, Say No, offer an alternative
• No delay, action (in your agenda)
• Dont invest time in things that you cannot
  change
• Ideas of colleagues can be a gold treasure

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TIMEMANAGEMENT Strategies for the GP

• Systematic consultation
• Patient information
• Reduce the number of disturbances
• Give feedback to Heartsink patients
• Evaluate unnecessary consultations
• Reduce home visits
• Use the telephone (pro)actively
• Focus on your core business