Developing Your Technology Approach
John H. Jameson, DDS
Dental school seems to appeal to grounded people who want a career where they can follow a process and accomplish good things for people. That's you and me, for the most part. We dentists like checklists and processes and orderly steps. Then the sales reps start calling and telling us about benefits of new equipment. Coaches explain what visual aids we need for communication and even personnel management. Soon, our heads are spinning and we're crying out for a checklist again.
The fact is that there is much more to dentistry than our orderly ten step prep procedures. Managing personnel, running a business, making smart investments and living our life requires a level of critical thinking, creativity, and strategy whether we like it or not. Here's a quick checklist of how you can develop your technology strategy. Embrace your new era as a dentist and reach out for help when you need to break any overwhelming issue down into a measurable, accomplishable task list. You can do this.
Developing your technology strategy boils down to this checklist.
✓ Vision
✓ Strategic planning
✓ Communication
✓ Decision making
✓ Time management
✓ Delegation and motivation
✓ Ergonomics
When it comes to your vision, ask yourself what role technology will play in reception; clinical production; business administration; back office; and consultation systems of your practice. Outline exactly what you want in terms of your ideal practice.
Never let the technology dictate your budget. Plan strategically so that 3%-5% of collections per year are allocated for technology. Always get competitive proposals from multiple sources that include a detailed statement of work. Value the relationships you have with reps, but require them to give you the information you need to adequately compare and justify your decisions. Allow them to work for you. Purchase the training and get coaching for every system affected by your new technology. Your strategic plan also needs to address wiring. For example, wiring new structures is far less expensive prior to wallboard/sheetrock installation. Consider CATV wiring in addition to data wiring. Local support is very important and so it's wise to involve local support with vendors. Strategic planning needs to address the issue of survivability – how strong your back-up systems are, how your licenses are stored and software discs are protected, etc.
Communication is one of the most important areas. This is not a "fluff" topic or something you can disregard if you don't view yourself as a talkative type. You MUST let the team share in your vision and talk openly and honestly about roles and responsibilities. Explain to your team the financial investment you're making in their training so they develop a sense of appreciation that you're investing in their skills. One to three months after training, keep your team engaged in making the systems that surround your technological investment work. They could elect a problem troubleshooter or vendor liaison; a primary and secondary person for imaging questions; a primary and secondary person for business office issues; etc. Explain the importance of sharing the knowledge. Establish usage guidelines that can be used for training, accountability and general practice protocol. For example, note that there will be no unauthorized software downloaded or emailing/surfing on clinical computers or the server. Arrange an organized, confidential way to store user accounts and passwords. These expectations and the procedural guides need to be developed into written, encompassing image capture, case presentation preparation, inventory control, supply management and all systems touched by the new technology.
Calculate and establish a budget and a timeline and then stick with it. Decision making is crucial to the success of your technology implementation. Choose to finance the entire project; it provides a predictable payment plan, and a phased implementation can take advantage of falling technology prices. Don't weigh options so long that you never MOVE. Get professional assistance/consulting to assure a higher return on your investment and a greater confidence level that you've considered all of the options and are prepared to lead your team to successful implementation. Then make a decision and stay committed.
Manage your time and leverage your team as much as possible to streamline your protocols. For example, if the technology you're considering is a camera or cameras, take a team approach to imaging in the clinical environment. Using lighter cameras can reduce the need for two people. Multiple cameras mean less set up time. The best goal is a camera (intra and extra) in every hygiene room. Standardize your imaging routines – when to capture, what to capture, sequence of capture, hands-off procedure.
Delegation can be scary but it can be mastered to the benefit of all involved. Treatment coordinators and clinical assistants or business team members should perform 90% of the case presentation assembly. Doctors should NOT be manipulating case presentation images, in most practices. Celebrate your team's victories and hold them accountable for specific improvements so that delegation is successful and your team can thrive as you spend your time in the most productive manner.
Don't forget to consider ergonomics. For example, monitor mounting and chair placement may seem like trivial issues to you and your staff, but your back and stress level will be crying out if you aren't careful. Makes sure your purchase are comfortable for all practitioners. Don't take this lightly. Be comfortable and take care of yourself.
In Summary
Sequencing into your paperless, forward-focused practice can have a systematic approach. If you're not going to make it to the ADA Vegas Office Design Symposium to hear more, then contact our corporate office and we'll send you a few free slides planned for that presentation, outlining our sequencing recommendations. Meanwhile, hopefully this checklist helps you begin developing your technology strategy. Keep us posted and best wishes to you in the practice of your dreams! ■
John H. Jameson, DDS, is chairman of the board for Jameson Management, Inc., an international dental coaching firm addressing marketing, management and clinical systems of practices worldwide. Visit www.JamesonManagement.com or call 877.369.5558 for more information.