Leading Change A Case Study: Clinical Group Practices

1. Leading Change A Case Study: Clinical Group Practices Denice Stewart, DDS, MHSA Associate Dean, Clinical Affairs Professor, Community Dentistry

2. Leading Change: case study INTEGRATED GROUP PRACTICE SYSTEM FOR PREDOCTORAL EDUCATION • Create a clinical environment more like that of private practice • Enhance student learning and improve the patients’ experience • Involve students from all 4 years and faculty from all disciplines including basic science • Improve the efficiency of clinical operations • Preserve our high quality of student performance and patient care

3. 4 Phases, 4 Teams

4. Set the stage • Culture is ready to accept change • Timing is right for a sea change • Concept grounded in school values, goal • Leadership is on board Team 1 – the why team

5. Set the stage • Describe the change and why it is needed • Start reframing (not defending) viewpoints • Prepare people for future change • Communicate the risks of no change • Consistent and repeated messages • Trusted & respected messengers Team 1 – the why team

6. We’re the best, why change?

7. Our graduates are great, don’t mess it up! We are doing very well in training our students to be good dentists – everyone is doing a good job. We have great outcomes, but could the processbe better for students, patients, faculty and staff? Wouldn’t it be great if . . . . . (tailor this message to each group)

8. Design • Evidence based but school specific • Input from all stakeholders • Establish a communication plan • Determine a realistic timeline • Reconfirm resources Team 2: the what team

9. Continue messages in many venues • Design • Reasonable transparency • Prepare for big changes – we can do it! • Project will improve our school • Commitment to change Team 2: the what team

10. Why would we copy other schools? How do we know this will work for us? • Doing it “our way” – • Ensure our values are honored • Build on our success • We have the right people to do this • We’ve done our homework • It will improve the school

11. Town halls Message – we ARE going to do this, how can we do it in the best way possible and maximize outcomes? “This is truly an exciting time and a great opportunity to address many of the issues that have floated around the halls for many years. I stand ready to support and implement the plans that result in this momentous undertaking! “ Dr. Clinton, Dean Venue to update, get input, promote understanding Brought together faculty, staff and students Support from the “top”

12. Clear training and instructions – each person knows his/her role/tasks • Make it clear everyone has a role in the success and ensure they know their role • Encourage criticism and feedback; create avenues for it to occur easily • Talk about continued change • Implement Team 3: the how team

13. Embracing change “the practice of dental education” We have made a lifelong commitment to the “practice of dentistry” – continually improving our clinical skills; We should make the same commitment to the “practice of dental education” – always exploring ways to improve our educational skills and our students’ learning.

14. Celebrate! • Make a big deal of a big change

15. Short term – the team • Quick feedback and praise to reinforce what is going well • Adaptation and modification • Show how the goals are being achieved – communicate widely Long term – standing committees and administration • Monitoring & Outcomes • Review and revise • Institutionalize • Celebrate some more • Reinforce Team 4: the who and when team

16. Communicate widely

17. Monitor performance

18. How did we do?

19. Remember The ease and success of your next project relates to how this one was perceived in setting the stage, designing, implementing and reinforcing the change.