SOR Presentation 6.1

Hi. This is she an oddly read. And this, um, presentation is for Dr Brown's course.

Um m I five or four. Adler University.

So this first, um, discussion in terms of the organisational diagnosis,

we're gonna talk a little bit about a family owned family run dental practise.

Um, that had some very long tenured employees, had a very strong familial culture,

was definitely more casual in terms of structure and approach.

Um, good patient service relationships,

but was kind of in a space where they needed to grow and needed

to make some operational changes in order to make the practise more profitable.

So in terms of the changes, the first,

um change that was created was support for the admin team.

Um, there were two

members recruited Tierra and Maria.

Terror was brand new to the dental.

I guess Market and Maria had worked with in another dental practise previously,

so she came with some experience.

There was also a new structure emerging that included an office manager,

dental practise, manager type position.

There was some clear growth targets that needed to

be met and some profitability targets as well.

And there was a reduced incentive structure um,

I guess in order to achieve some of those profitability targets,

some of the incentives and perks that usually

were present in the practise were reduced.

So that leads us to some challenges with that process.

Because when I speak to the office manager rule kind of emerging,

there is really an underlying lack of transparency as

it relates to the structure of the dental practise.

There was not a clear vision. There was not a clear process.

Um, there was not a clear internal promotion or recruitment process.

In fact, Maria was placed in this rule of office manager,

um,

without any real discussion with Jeanette and Sarah

who were the two longer tenured admin,

um,

employees and who really expected or had some level

of expectation that they would in fact go into

this supervisory leadership rule and that Maria and Tierra

would support so that then created the trust issues.

The changes that Maria started making kind of, uh

impacted the morale of the practise overall,

because she was not very collaborative and her style,

and she was also not very communicative as to the changes or

the why or what was trying to be achieved the goals division.

There was lack of clarity around any of the targets,

whether it was the operational profitability targets,

whether it was the growth target,

whether it was efficiency targets as it relates to patient

K in relationships where there was targets around billing,

it was just kind of very haphazard in the way that she addressed those targets.

And so what began to emerge was a negative patient

experience and a lack of communication even within the team

and kind of an erosion of the culture that existed

before and the culture that the patients had grown.

Really, um,

that they really kind of came to the practise

because of this of this familial type culture.

Now, if we really step back and say, Okay, well,

what are some of the strengths and opportunities of

this practise and the implementation of the change?

How could we leverage, um, this change in a positive way?

I mean, some of these strengths with the long tenure and stuff.

So a few things come out there, you have loyalty, you have skill sets,

you have experience.

And so you you have a lot of organisational knowledge that you can rely on

to understand where the practise came from and use that in an effort

to assess where you need to go and how you can get there.

You also can leverage the relationships with the patients and even within the team,

so that you can identify informal leaders.

You can identify, um,

people who really have, um,

the air to the ground in terms of what patients who are looking for,

what the patient experiences, what could be done in terms of, um,

current patients as well as looking at growth opportunities.

You also have, um

because you've been in the market and the dental practise has existed for so long.

You do have kind of knowledge of what's happening

in the market knowledge of your competitors and just

leveraging that knowledge in terms of looking at what the growth opportunities.

Maybe,

um, looking at your processes internally using some subject matter experts,

those long tenured staff in terms of understanding

current process and creating more efficiencies with your,

um, changes to the process.

Um,

and even just helping the practise understand where the operational costs exist,

where the savings could could be, um,

gained, and ultimately,

if you increase profitability that that automatically creates

opportunities for this staff within the practise,

whether you started to consider any sort of, um,

profit sharing or those kinds of re enumeration or incentive based programmes.

So this overall kind of leads me to this action plan and

how we could create a positive impact of this change of structure.

And the first thing would be really kind of

communicating effectively the plan for

the structure communicating effectively,

the role of the office manager communicating effectively why Maria would have been

the choice given her prior experience. Um

um,

really kind of identifying what opportunities

for promotion and advancement might exist,

Um,

within the practise or within the new structure

so that Jeanette and Sarah and other members

of the team don't kind of just feel stuck and feel as though this new,

um person has just kind of come along and taken over

in terms of understanding the resistance before we can talk about dealing with it,

I think understanding where the resistance is coming from,

whether it is feeling that you are being ignored, whether you feel as though um,

you know, you have given a fair amount of commitment to the practise,

and that has not been considered in this, um, promotion or structure, whether

the resistance is coming from comfort,

whether the resistance is coming from lack of understanding.

So once we identify the causes of the resistance and we

start to identify okay if we share more information if we

make sure people because maybe there's software required to look at

the efficiency of the process of checking patients in and out,

for example,

making sure that training happens making sure that people feel competent,

uncomfortable using, um, the software and the process.

And really like I said, dealing with the resistance in a very structured way,

looking at involvement and understanding where those, um,

informal leaders exist within the practise where

the informal leaders exist in terms of getting

feedback from the patients where the informal

leaders exist in terms of understanding processes.

In the billing.

Um,

looking at your dental hygienist and dental

assistants and kind of understanding who you

really need to identify to help bring the rest of the teams along,

um, and creating allies creating, um, change agents change leaders, uh,

would be important.

And then finally the leadership. So the owner of the practise. Uh,

um the the head dentist who seem to have done all of the

hiring for the most part in terms of the longer tenured employees,

Um,

and the person who really makes the decisions

in terms of compensation in terms of benefits,

etcetera

has taken a really, um,

has pulled back a lot and left Maria to be at the forefront of communication.

I think it's important for him to come forward

and help

share with the team his vision for the practise.

Um, where Maria fits in, where they fit in,

where he sees the practise in the next few years.

What succession planning is in place for the

practise and really assume the change sponsor rule,

Um, so that he is ultimately the leader. He's a person that they trust.

He's a person that he they have interacted with over the years.

And so really helping kind of sharing his mindset and sharing where he is in

terms of the benefits of this change would be hugely important to get by in,

uh,

so when I send out my my summary, um,

please let me know if there are any questions in terms of looking at this, um,

this process, Thanks again

SOR Presentation 6.1

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