The 10 Commandments

1. The 10 Commandments • Helpful to have a set of rules for how you will behave to ensure your visits are consistent and as helpful as possible • Rules for before,during and after the visit

2. The 10 Commandments Before the visit • Contact the dentist to explain the purpose and structure of the visit 2. Ask the dentist if they have any concerns and what they want to get out of it

3. The 10 Commandments During the visit • Be prompt/keep to the agreed schedule • Listen, be non-judgemental & empathetic • Prioritise • Be knowledgeable • Help dentist/practice address issues • Give both positive and negative feedback in an assertive way aspects and leave on a positive note

4. The 10 Commandments After the visit • Ensure all reporting done within agreed time frame and format • Ensure that follow-up arrangements are met

5. CHANGE MANAGEMENT THEORY AND PRINCIPLES

6. Change management A brief outline of some general principles of change management in business. All of these theories can be applied to dental practice, and it is the practical application which is an important part of this course.

7. “The only thing that doesn’t change is that everything changes” I I Ching, the Book of Changes Circa 2000 B.C.

8. WHY CHANGE? ‘It is not the strongest species that survive, nor the most intelligent – it is the one most adaptive to change’ Charles Darwin

9. IDENTIFYING THE NEED FOR CHANGE ‘It is impossible to change organisations which do not accept the dangers of their present way of doing things’ John Harvey-Jones 1993

10. DRIVERS FOR CHANGE ‘Dissatisfaction with the status quo is not enough to create change on its own – there needs to be a vision of the future and the first few steps mapped out on the path to get there’ Bourne 2002

11. “Make sure that when you look at the horizon, that what you see is not the edge of your rut” VISION

12. Proactive • Most practices will be reactive and wait until outside forces dictate change to them. • Proactive practices will seek to influence change for their patients and their own gain

13. NO CONCERN CIRCLE OF CONCERN

14. CIRCLE OF CONCERN CIRCLE OF INFLUENCE

15. PROACTIVE FOCUSPOSITIVE ENERGY ENLARGES THE CIRCLE OF INFLUENCE CIRCLE OF CIRCLE OF INFLUENCE CONCERN

16. REACTIVE FOCUS NEGATIVE ENERGY REDUCES CIRCLE OF INFLUENCE CIRCLE OF CONCERN INFLUENCE

17. CHANGE = CURRENT PAIN , X VISION , X EASE OF FIRST STEP

18. DRIVERS FOR CHANGE • Changing market forces • Customer demands • Increasing competition • Financial considerations • New legislation

19. When your organization is changing? Nature of the Change Resistance to Change Organization’s Culture Leadership for Change Change Dynamics Keep these factors in perspective

20. What is the practice culture?

21. THE SPIDER’S WEB CULTURE • Revolves around a central person who is all powerful. What they say goes ! • e.g. the Maxwell Empire

22. THE GREEK TEMPLE STYLE • Each person has a rigid area of responsibility • There are many rules and regulations • e.g. The Civil Service, The DPB ?

23. THE STAR CLUSTER • A collection of individuals working in the same organisation, but largely working on their own projects with no collective objective • e.g. Many dental practices, legal firms etc..

24. THE MATRIX CULTURE • Emphasis on getting the job done with teams to achieve targets on the way to common goals • The emphasis is on the outcome, not on rigid rules and hierarchies

25. During a practice visit.. • How may you identify the practice culture? • What impact may this have on the way you implement change?

26. When your organization is changing? Nature of the Change Resistance to Change Organization’s Culture Leadership for Change Change Dynamics Keep these factors in perspective

27. TYPES OF CHANGE • Incremental change or radical change • Continuous improvement or step change • Participative or directed change Bourne 2002 Change Management

28. When your organization is changing? Nature of the Change Resistance to Change Organization’s Culture Leadership for Change Change Dynamics Keep these factors in perspective

29. Why do people resist change? “It has been said that the only people who want to change are babies who have wet diapers.” Rev. Sharon Patterson, Ph.D. “Resistance isn't an indication that something is wrong with what you are trying to change. It is an indication that something is happening.” James Hunt

30. Signs of resistance • Confusion • Immediate Criticism • Denial • Malicious Compliance • Sabotage • Easy Agreement • Deflection (change the subject) • Silence • In-Your-Face Criticism • Maurer, Rick, Beyond the Wall of Resistance, 2

31. Identifying resistance • What communication skill is required to identify the type and level of resistance?

32. When your organization is changing? Nature of the Change Resistance to Change Organization’s Culture Leadership for Change Change Dynamics Keep these factors in perspective

33. Complexity- People’s timing Late Majority 34% Early Majority 34% Early Adopters 13% Laggards 16% Innovators 3% Rogers, Everett Diffusion of Innovations, fourth edition

34. During a practice visit… • What information might you gather to ascertain which group the practice/ practitioner is in?

35. When your organization is changing? Nature of the Change Resistance to Change Organization’s Culture Leadership for Change Change Dynamics Keep these factors in perspective

36. MOTIVATION AND MANAGEMENT • Success is a journey from A towards B (your worthwhile destination) • Leadership is defining B • Management is organising the steps making up the journey • Motivation is the desire to make that journey

37. MANAGEMENT AND MOTIVATION REQUIRE MEASUREMENT • Without measurement how do you know where you are? • Without measurement how will you understand your progress and motivate yourself for more progress?

38. THE M WORD! • “Measure what is measurable and make measurable what is not so” Galileo -1564 • “If you don’t measure it you are just practising” Robert Galvin, Chief Executive Motorola -1996 • “Measurements are the key. If you cannot measure it you cannot control it, if you cannot control it you cannot manage it. If you cannot manage it you cannot improve it” James Harrington -1991

39. ARE YOU A TELLING MANAGER ? • Telling managers decide what to do and then tell the team • We are going to ....................................................................

40. ARE YOU A SELLING MANAGER ? • The selling manager decides what to do and then explains it to the team • This is what we are going to do because ..........................

41. ARE YOU A CONSULTING MANAGER ? • The consulting manager discuses issues with the team before making decisions.

42. ARE YOU A SHARING MANAGER • The sharing manager works with the team, sharing and solving problems together

43. MANAGEMENT STYLE SUMMARY • TELLING • SELLING • CONSULTING • SHARING

44. Input and compliance telling selling consulting sharing

45. PLANNING

46. THE IMPORTANCE OF PLANNING....

47. “YOU SPEND YOUR LIFE CLIMBING UP THE LADDER OF SUCCESS.....

48. ...ONLY TO FIND IT’S BEEN LEANING AGAINST THE WRONG WALL !”

49. “START WITH THE END IN MIND” Covey

50. “PUT FIRST THINGS FIRST”(choose your ladder) • Concentrate on the big things • Make a list of priorities • Don’t get distracted by irrelevant things Covey