CATEGORY 118 AUSTRALASIAN DENTIST There is something special about an established dental practise. It has history, loyal patients, experienced staff. And a way of doing things that has often been built over many years. But those same strength can gradually become weaknesses if the practice stops evolving. The problem is really the dentistry alone. When an older practice begins to struggle, the first instinct can be to blame the equipment, the staff, the reception team or the dentists. In reality, the problem is often more fundamental; the practice has simply fallen out of step with the expectations of modern patients and modern dentistry. Patients today expect more than excellent clinical treatment. They expect efficient communication, convenient appointments, contemporary technology, clear treatment, explanations and digital records, a welcoming environment, and a team that appears coordinated and confident. A practice can still provide technically good dentistry while delivering an experience that fuels dated. Don’t destroy what already works. Modernization should not mean throwing away everything that has gone before. One of the greatest mistakes an incoming owner, manager, or consultant can make is to arrive with a list of everything that is wrong and immediately start changing it. The first task is to listen and observe. Speak to the practice manager who is in constant touch with the patients. Observe how the practice actually operates, not simply how the team believes it operates. Look at the patient journey from the first telephone call through to examination, diagnosis, treatment, presentation, booking, recall, and follow up. There will usually be many things worth preserving. Build around these processes. Create a new vision. ] ] ] ] ] A practice often needs a clear answer to a simple question: What do we want this practice to become? The vision should be shared by the whole team. It might include exceptional patient communication, comprehensive dentistry, efficient systems, strong teamwork, modern technology and a culture of conscious learning or continuous learning. The effective vision will differ from practice to practice. But everyone should understand the destination. Once the destination is clear, everyday decisions become easier. Instead of constantly reacting to problems, the team can ask: Does this move us towards the practice we want to become? u How is the patient welcomed? How quickly are telephone calls answered. Is the first appointment structured properly? Are photographs and radiographs being used effectively. Is the diagnosis explained in language the patient understands? Is adequate time given to discuss treatment options? Does reception confidently help the patient make the next appointment? Is the recall system proactive? u Use technology with purpose. Modern dentistry offers remarkable technology. Digital radiography, clinical photography, intraoral scanning, digital records, electrical communication and increasingly sophisticated diagnostic and restorative workflows. But technology should not be purchased simply because it is new? The questions should always be: How will this improve patient care? How will this improve the team’s efficiency or the quality of our clinical decision making? Technology is most valuable when it supports better dentistry and better communication. Rather than becoming another expensive piece of equipment sitting unused. u Rebuilding, teamwork and communication. A modern practice cannot be built around isolated individuals. Dentist, hygienist, assistants, receptionist and managers need to understand that they are part of the one patient care system. Regular morning meetings, clear responsibilities, consistent clinical protocols and short-term meetings can enhance and make an enormous difference, so too can learning to communicate directly and respectfully when problems arise. The goal is not to make every dentist work identically. Different dentists will always have different personalities and clinical styles. The goal is to establish a common standards for patient care, communication and professional behaviour. u Let’s talk about developing the next generation. Established practices often contain a valuable resource that is overlooked. Younger dentists are capable of becoming excellent clinicians and future leaders if they’re properly supported. Younger dentists may need help with: diagnosis, treatment planning, communication options, presenting comprehensive care, and managing difficult conversations. Structured mentoring can build confidence without taking away independence. An experienced practice can therefore become a place where knowledge is transferred rather than lost. u Bring the recall system back to life. A strong recall system is not simply a list of patients who have failed to attend. It is a continuing clinical relationship with the patient. Patients should understand why ongoing care matters, while the practice should have a consistent process for contacting, educating and reappointing them. A proactive recall system can provide a stable foundation for the future. Useful measures might include things like: – Patient numbers – Treatment acceptance. I use the word healing today quite deliberately. For successful renewal combines experience with fresh thinking. It combines sound clinical principles with modern systems. Most importantly, it creates a culture in which people once again feel they’re moving forward together. It is really a renewal of purpose. u For further information, contact me on 0412 322 253. I look forward to speaking with you. Healing an established dental practice How to modernise a traditional dental practise without losing the experience, relationships and values that made it successful Dr Harry Marget By Dr Harry Marget, Mentor, practice management consultant COLUMNISTS
RkJQdWJsaXNoZXIy MTc3NDk3Mw==