logo 19 • CAMLOG Partner Magazine • December 2018 32 PRACTICE MANAGEMENT THE SYSTEMIC BALANCING PRINCIPLES: • Balance to the good should be enhanced For example, those who work well should also receive recognition. • Balance to the worse should be reduced For example, an error-friendly corporate culture promotes good performance. Employees who constantly live in fear of making mistakes will not be able to realize their potential. • Avoid an overly exact balance Petty offsetting generally prevents good relationships. • The “debtor” has a right to a reminder If a grievance is identified, communication concerning improvement suggestions is elementary. • The “creditor” becomes guilty towards the “debtor” if he refuses the reminder Keeping quiet about unpleasant events, makes you complicit! • The balance of the “debtor” must be made in the currency of the creditor Here it is necessary to clarify the question of how compensation is to be provided. If, for example, an employee has worked considerable overtime and the practice owner would like to reward his/her appreciation in the form of further training, it is quite possible that the employee may reject the offer. The supervisor could then well have a feeling of ingratitude and the employee a lack of understanding. This can lead to a hardening of positions. As the five systemic principles build on the preceding ones, it quickly becomes clear that compliance with the sequence is essential.
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