TMD Interview Tips

Build your relationships first….then your dentistry. ~ Bob Barkley

TMD Interview Tips

Posted on

 

IS YOUR WRITTEN HISTORY FLEXIBLE ENOUGH TO INCLUDE THE UNEXPECTED?

Let your patient talk. The patient has lived with the problem for an extended time and has information that can help solve the mystery. Many times I will ask the patient, “If you had the ability to do anything you needed to do, what would you do to fix the problem?” Sometimes I have been surprised by the answer. It is the practitioner’s quest to assimilate this information and put it into a usable format to piece together the puzzle. Allow your history taking to be flexible enough to explore unexpected avenues presented by the patient.

Great Stories

Posted on

Hi Paul,

Here is a funny story.

I was making a denture for a very nice lady recently. We took great impressions with spot on border molding. I made salt and pepper base plates and wax rims.  I was able to get the maxillary rim right where she and I liked how it made her face look. Now to work on the lower rim.  Well, I spent more than double the usual time getting more and more frustrated as each time I came back into the room to test what I had, it never looked good and back to the lab I went over and over again. I did not realize, when I was in the lab, my patient asked my dental assistant for a hot cup of coffee and sipped it while she had the upper wax rim in her mouth! When she heard me come back into the treatment room, she put it down. Over and over, back and forth to the lab I went getting more frustrated until I came in and saw her sipping the coffee! She was melting the upper wax rim in an uneven manor and I was trying to record a vertical and bite!

We had a good laugh but she was embarrassed. At her next visit, I gave her a Starbuck’s Gift Card!

It all turned out just fine!

Gary Solomon, DDS, MAGD

…………………………………………………………………………………..

                                                     

                                                                                Gifts

Many of us have received extraordinary gifts.  We have benefited from the opportunity to learn specialized skills to offer to those who seek our care.  We have been given insights by revered mentors as well as inspirational encounters with everyday people. It has been said “For those to whom much is given, much is required.”

As I go through my day, I try to do what is required as a result of the abundance of gifts I have received, using those skills and insights that have been unselfishly offered to me.  Perhaps the greatest professional gift I have received, however, came from my wife Jeanne.  As an oncology nurse for over 20 years she brought skills and compassion to individuals who faced more than a loss of a measure of health – they faced fear.  Her words were simple, offered with the touch of a warm hand and soft eyes. Her gift was the words, “We’ll get you through this.”

Her words offered no promise of cure, no sugar-coated view of the process.  People know.  Hers is a deeply personal promise of caring, commitment and compassion. It is the promise of not being alone.  It is a rare gift that can be more powerful than our commonly applied skills, procedures or technology.  I’d like to think her words live somewhere in every conversation I have with those who seek my care.

It is among my most treasured gifts from her.  I am happily required to pass it along to you.

 

 Robert W. Spreen DDS

 Contributing Writer

——————————————————————————————————————

                                                                     Thoughts About George

 

By Jeffrey Trester

Contributing Writer

George, my patient of 15 years, was in a wheelchair, a whisper of the man he was five years ago. He was not more than a skeleton with skin, really. Cancer does that to a person. His legs had braces because they were too weak to support his body alone, and his back was hunched over, I suspect from the invasion of the disease into his spinal column, or maybe he was just too weak to sit up straight. 

The old George I used to know always wore a western belt with a big silver buckle, and a smile. But that day, he was too bent over for me to even tell if he was wearing a belt at all. The boyish face that had remained young even after we had both watched his children grow up, was drawn and tired from too much suffering. The bone cancer, like the bullets of a hidden sniper, had put holes in his bones; holes that now leaked their poison into the other parts of his body.

Before multiple myeloma struck, our conversations were of Indians, sand-cast silver buckles and rings, turquoise and places in the Southwest we had both visited; places such as Flagstaff, Sedona, Betatakin, Canyon de Chelly and Winslow, where I lived for awhile. He would tell me about his travels to Utah and Arizona on vacation with his family, and he would take delight in my stories about Navajo children in Chilchimbito, Dilkon, and Dinehotso. We’d talk about how blue the sky was and how clean and sweet and dry the air was to breathe.

At one time, I had been a dentist on the Navajo Indian reservation – sort of a southwestern “Northern Exposure” on the “res.” George’s love of the Southwest created an immediate interest and affinity when we first met. But this particular day, he talked only about the shunt in his left arm that they had been using for dialysis. 

These shunts are large tubes to which the dialysis machine is attached; they are inserted into veins and protrude through the skin. He had shunts in both arms, but the shunt in his left arm wasn’t being used, and he lamented how bad it looked and how he wished they would take it out. He had asked, but been ignored. I wished I could do it for him. 

The reality is that the medical establishment of today often places little or no value on patients’ emotional needs. Those who were once “doctors” have now become “providers.” Those who were once “patients” have become “subscribers.” Words are powerful forces that change the way we think about people: If you are just a provider, why care if a subscriber loses his dignity? “He probably won’t live long, anyway.” 

I think of George sometimes when I see a piece of Navajo jewelry or a rug, or when I revisit the Southwest – as I sometimes do – and I am sitting on a Utah plateau in a quiet, red–rocked, remote cliff dwelling while looking down into a sand-washed ancient canyon laced with a silver stream and dotted with spring-green cottonwood trees. I think of him, too, when I am tired and out of patience and have to restrain myself from treating patients as subscribers instead of people.

When he left on that last day, I wanted to hug him because I knew I would probably never see him again. But I did not. I will always be sorry about that.

Jeffrey Trester, DDS, MAGD, has been in private practice since 1979. Prior to receiving his Mastership in the Academy of General Dentistry, he served in the U.S.P.H.S. and completed a two–year general practice residency. Dr. Trester has studied at the Pankey Institute. He is the father of UCSF pharmacy student Marissa Trester. Contact him by e–mail atjeffreyventura@earthlink.net.

———————————————————————————————————–

Clear Thinkers

By Jeff Trester, DDS, MAGD 

Joy in looking and comprehending is nature's most beautiful gift.
Albert Einstein

 

When I was a  resident in general dentistry 35 years ago, I was lucky to have as my orthodontic instructor Dr. Donald (Skip) Ferguson.  At the time he was a relatively new orthodontist in private practice who, besides running the orthodontic portion of the residency program at Mt. Zion Hospital in San Francisco, was also doing research on bone biology at the University of the Pacific under Dr. Gene Roberts.  Skip eventually went on to publish a number of papers of his own and to head orthodontic programs at Boston University, Marquette University, St. Louis University, and now is Dean of Post Graduate Dental Education at a university dental school in Dubai.  Gene Roberts, D.D.S., PhD is now Professor Emeritus of Orthodontics at Indiana University and is highly respected in the field of bone physiology and treatment planning. At the time I knew Skip, he regarded Gene with an almost reverential awe.   Skip was a great teacher; we had about 3- 5 selected literature articles to read and discuss each week, and each resident (there were just 3 of us) saw several orthodontic patients needing a variety of major and minor orthodontic treatment. By the end of my second year we had covered a lot of territory in the orthodontic literature on everything from bone physiology and healing as it relates to tooth movement, to diastema closure, rapid palatal expansion, and the roles of muscles in malocclusion; and had done a number of minor types of orthodontic tooth movements suitable for the general dentist, and at least one full banded case. 

I tell you all this to give you a picture of the background of how I came to learn about the concept of “clear thinkers”. Skip and I spent many evenings after the clinic closed and after making hospital rounds discussing a number of clinical and more esoteric topics.  Skip taught from the Socratic model which is that you may have the knowledge to know the answer, or at least what should be your next step; you just have to be led to discover it. The Socratic Method teaches disciplined thinking.  Questions were often answered with another question, the goal being to get you to think rather than just talk.  I’m reminded of the scene from the movie, “The Paper Chase” where, at the Harvard Law School, Professor Charles W. Kingsfield  tells the brilliant young law student Hart, who comes from Minnesota, “You teach yourselves the law. I train your minds. You come in here with a skull full of mush, and if you survive, you'll leave thinking like a lawyer.” One of those esoteric topics was the topic of what constitutes a “clear thinker”.  “Clear Thinker” was a term Skip used to describe certain gifted colleagues. Gene Roberts was one of those that Skip regarded as a “clear thinker”.  As a side note, the Socratic method is best used in a one on one teaching environment.  It is not well suited for a lecture paradigm.  I hope that every young dentist is blessed to find a mentor who is a clear thinker, even if for a short time. Becoming a clear thinker helps in learning to learn.

What is a “clear thinker”?  This, as it turns out, is difficult to define, but not too difficult to recognize.  Basically a “clear thinker” is someone who can see through a mass of details and information and focus in on the essence of a problem. This is important because you cannot find a solution until you identify the problem.  These seem to be people with knowledge, wisdom, and perhaps a genetic gift of a superb analytic mind that can combine to problem-solve and teach in a way that simplifies, rather than complicates those tasks.  You know who they are: they’re the Frank Spears, Jay Andersons, Irwin Beckers, Ray Bertolotti’s and others. Although I didn’t know them, it sounds like L.D. Pankey and Henry Tanner were “clear thinkers” also. I have personally known only a handful of these people in my lifetime.  My ex-brother-in-law was one. He started 2 or three companies in the high tech medical fields and took one public.  My chief of staff at Mt. Zion Hospital where I did my residency was another.  Besides Skip, there have been only 5 or 10  other teachers in the almost 4 decades since I graduated. In my private, practice I think I’ve only known only two specialists who were “clear thinkers”.  

“Clear thinkers” are usually not young (it takes a decade or two to accumulate the knowledge and suffer the slings and arrows of experience necessary); they usually have a sort of quiet patience and understanding.  You wouldn’t be surprised to see them in the robes of a priest, rabbi, or Buddhist monk. Clear thinkers often have a non-professional knowledge base and interests outside the profession that keeps them “anchored”, mentally, and emotionally strong, and provides the link between the professional and non-professional life.  They are aware of universal “truths”. “Clear thinkers” are rarely condescending and get great enjoyment in helping others to “see the light” and achieve understanding. They don’t laugh, ridicule, or make fun of their students’ questions. They like doing what they’re doing.  In psychological parlance, they’re “self actualized”. “Clear thinkers” are humble; they don’t see themselves as “special” but merely dedicated to the task or project(s) at hand. “Clear thinkers” are sure of the principles underlying whatever they do, but also know the boundaries of their expertise, and are not afraid to tell you they don’t know the answer to this or that.  Clear thinkers are often teachers.  Unfortunately, few clear thinkers become politicians, which explain the sad state of affairs in the world today. Clear thinkers rely heavily on making decisions based on experimental data, and therefore read the literature a lot. Clear thinkers listen more than they talk.  They’re disciplined and resist the temptation to talk just to talk to impress or brag.  But when they do talk, every word is loaded. Clear thinkers, I suspect, spend a lot of time just thinking.

To those uninitiated into the ““clear thinker”” paradigm, clear thinkers are sometimes mistakenly categorized as “smart”.  But “clear thinkers” are a sub-group of smart people. When you ask a clear thinker a question, there will usually be a pause before they answer.  I don’t know what they’re thinking, but it seems like they’re pouring all the facts through a sieve in their mind, and out the bottom comes a few of the elements crucial to the answer.  That sieve is what makes a clear thinker more than smart. There are lots of moments of silence when you talk to a clear thinker.  Those moments of silence are exciting because often what follows is something that will be epiphanous for you.

Attempting to arrive at clear thinking makes your own questions clearer and easier to understand. Organizing, simplifying, and giving thought to data and confusions in your own mind before formulating questions, is probably the first step to being a “clear thinker”.  Answers from clear thinkers are often more concise and easier to remember; and therefore progress in learning takes place quicker. I don’t know if I’m a clear thinker. But I’m a clearer thinker than I was back when Skip and I talked.  Like the practice of dentistry as a whole, clear thinking is a worthwhile process of continuous improvement through practice, study (in and outside the profession) and intentional effort.  As Albert Einstein said, “If you can't explain it simply, you don't understand it well enough.”

 

 

 

 

Welcome To CoDiscovery.com!

Posted on


The practice of dentistry is changing. This of course is nothing new, as the profession has continued to evolve since its inception. But one significant difference exists today; we have a broad range of choices with regard to how we can practice, and that range of choice is now greater than ever before.

In spite of this, most dentists fail to make any clear choice regarding their professional future. They roll with the current trends and market pressures. They copy what their peers are doing. They sign-on to what a consultant (who has known them for a day and one-half) recommends.  They also follow the dictates of outsiders who have significant influence in their world – the insurance industry and the dental manufacturers.

But for a few, following the flock is not the preferred path.

Some yearn for a better way, and they recognize that much of the professional information promoted today has big money behind it and hidden agendas that have little to do with advancing the health of patients.

They find that all of these things add up to trends which create more and more distance in their relationships with others. They see and sense that dentistry has become more and more about generating maximal revenues through fixing teeth in increasingly elaborate and expensve ways. Simultaineously, significantly less time and energy  is spent on truly helping others obtain and maintain stable long-term health.

Yes… the patients might look better at the end of treatment… perhaps a brighter, straighter smile….but what is the dental health of that same patient five years later? 

Many see more and more of their peers breaching professional doctor – patient relationships.They see patients being manipulated for personal gain by slick promoters of dentistry's latest wares…And fewer and fewer dentists behaving like true professionals… holding out for what is in the best long-term interest of their patients…. the quick gathering-up low-hanging fruit while less-profitable issues are ignored. They see a massive corporatizaton movement in dentistry with multi-state practices owned by distant shareholders who have profit as their sole purpose.

Although helpful in padding the balance sheet, this short-term gain strategy leaves many with a hollow feeling at the end of each work day. And many go home knowing they are practicing in a way inconsistent with why they chose dentistry for a career. They know deep down that this is not the way to build a successful, sustainable, health-oriented practice. That this is not the path to personal fulfillment either.

Most dentists work very hard for a living.

Some make more income than others. And the amount made seems to have little to do with how capable they are clinically. Many feel like they are failing to connect with patients in any meaningful way. And as a result, few patients appear interested in what they have to offer. Most patients in fact, seem happy to "just get by" as long as there is no discomfort, or they are only interested in proceding with what their insurance plan will cover.

But these dentists have drawn the wrong conclusion.

Most people do want to take care of themselves. And most people do want to keep their natural teeth for their entire lifetime as well as have an attractive smile along the way. And most people do want to find a dentist they respect, trust, and who can help them achieve their dental health goals. They simply just don't know how to get there from here, as their previous experiences with dentistry have often been unsuccessful.

CoDiscovery.com…

has been created to help those interested in learning more about patient-centered / goal-oriented / health-centered dentistry. Codiscovery.com is a unique resource designed to help those who have studied at the Pankey Institute, Dawson Center, under Frank Spear, John Kois, and with many others to fully integrate what they have learned in a "Win-Win" fashion. To help them create a practice model where they are providing the best and finest services to patients who want the same…and who deeply appreciate it.

If it has been done, then it must be possible.

CoDiscovery.com is also a forum where those who have been successful in transitioning their practices to patient-centered / health-centered models can share what they have learned with those who desire to do the same. Our intention is to advance solid, proven concepts and techniques which will help facilitate the journey of others toward their preferred future.

It is our hope that you will find the information timely, relevant, and useful. We welcome your feedback. In fact, we need your input to be successful. As a result, we will regularly share what we are learning together as well. And this in turn will help others to help others. A legacy of caring, compassionate, health-centered care will then be created to share with the next generation of health care providers.

I invite you to join us regularly to Co-Discover, learn, develop, and to share for the betterment of our profession… and I hope to hear from you soon!

Paul A. Henny, DDS

Publisher & Managing Editor

 ——————————————————————————————————————

Hi Paul,

I have finally taken the time to read the articles on this site, and I am really enjoying it. What a great forum for sharing the wisdom we have been privileged to gain from those who came before us. Hearing that wisdom expressed in the language of today is so important.

Well done, my friend. 

Mary

 Mary Osborne

1564 Alki Ave SW #303

Seattle, WA  98116

206-937-5851

www.MaryOsborne.com

 

……………………………………………………………………………………………….

 

 

Dear Paul,

 

Thank you so much for the invite. I am somewhat isolated here in the BC wilderness and have not been to Pankey for a while because I finished the program! Not that my development has ground to a halt. I am still as excited about dentistry as I was when I started practicing after graduation. I will most definitely put a few thoughts on paper in the next while.

 

Cheers

 

Rudy Wassenaar, DMD,MAGD,DICOI

_________________________________________________________________

Dear Dr. Henny,

I just finished reading your e-mail. I am shocked and excited to read you articulate what I have been feeling for years! I have been practicing since 1984 and have finally developed some hard earned confidence in providing dental healthcare to our patients. I am excited to think that you have a forum that will help us learn what the is the right care and the best care and how to get it to the patient.

Please let me know I can help

Best Regards,

Daniel S. Geare, DMD

Bellevue, Wa.

_______________________________________________________________________________________

Wow! Can I count on continued emails? This edition deals with every aspect of what I am going through personally and professionally. Oh, wait a second – aren't they the same thing? I look forward to having something to contribute soon.

Glenn j. Chiarello,D.D.S

________________________________________________________________________________________

This is a very noble aspiration! I feel honored to be invited. I am the only pankey-trained dentist here in the Philippines. For years, I have taken the long, difficult and oh-so-winding road towards that ultimate goal of achieving the so-called optimal oral health for and with my patients.I have been very faithful to the Pankey Philosophy for all of these years since I came back from my life and training in the US but that is not to say that life's been a bed of roses. I had to and still am educating my countrymen here, one patient at a time in my dental chair. My country is a thirld world where Dental health is an elective that is far from any list of any priority whatsoever.Some days are long and arduous when I would love to touch base with someone  who lives the same philosophy in the practice of dentistry- – – if only to renew my faith or be validated for it.

Please keep me posted. More power to you!

Agnes B. Claros, D.M.D.

dentalspamanila@yahoo.com

_________________________________________________________________________________________

On Personal Branding Article:

This is right on target.  You need to gain feedback on how you are percieved by others and then create a development plan for your personal brand.

Dan Schawbel,

www.personalbrandingmag.com

_________________________________________________________________________________________

Paul, Congratulations on your codiscovery launch. More voices like codiscovery.com are needed to spread the word on health-centered/relationship-based dentistry

Best,

Lynn Carlisle, DDS Editor and Publisher of In a Spirit of Caring

www.spiritofcaring.com

_________________________________________________________________________________________

Congratulations Paul. Nice job. Keep up the good work.

Sandy Roth

www.prosynergy.com

________________________________________________________________________________________

Paul, This is great. Congratulations and thanks for your contributions to Relationship-Based, behavioral dental caring.

_______________________________________________________________________________________

Team Building Worksheets: Bill Lockard, Jr. DDS

Posted on

Dynamic Job Design and Performance Appraisal

    Clarification of expectations for each team member’s responsibility, and performance.

 

 

Each team member writes:

  • Detailed list of job functions and responsibilities.
  • Standard of excellence expected in detail.
  • Self-evaluation of performance.

 

Doctor completes list for each team member:

  • Job functions and responsibilities.
  • Standard of excellence expected.
  • Evaluation of job performance.

 

Doctor meets with each team member to review and compare:

  • Functions, responsibilities, standard of excellence and performance.
  • Doctor explains in detail any changes or improvement required.
  • A composite evaluation and action plan with time table is agreed upon.
  • Recognize that some departments in the practice may be at

different stages of growth.

  • Understand how each team member’s actions may affect other team members.
  • Praise how each team member contributes to achieving the purpose and goals of the practice.

 

 

M. William Lockard, Jr. DDS    www.billlockarddds.com

 

 

 

Practice

Health

                      Self Assessment /Professional Growth

  1. When do you feel best about yourself in the office?

 

  1. Why do you work in a dental practice? What do you want most from your work?

 

  1. What do you see as your next growth step?

 

  1. How do you see yourself three years, two years, or one year from now?

 

  1. List two valuable abilities or qualities that you possess but are currently not using.

 

  1. What is your ideal picture of your job and your role in this team? How would your unused abilities fit into this ideal picture?

 

 

  1. What positive contributions could you make to this team and practice by actualizing some of the aspects of your ideal picture of your job?

 

 

  1. What aspects of your ideal picture of your job can you turn into reality? What specific steps can you take? What are the obstacles to take these steps?

 

 

 

  1. How can your team members help you use your strengths and actualize your ideal picture?

 

 

 

10.  How can your doctor help you achieve your objective?

Practice Health

 

 

                                  Appreciative Inquiry

                              Change at the Speed of Imagination

 

  1. Who are you when you’re at your best? ____________________________

_________________________________________________________

  1. Think about a time when you were really engaged in and excited

about your work.

  • Tell me a story about that time. What was happening?

What were you feeling?

  • What made it a great moment?
  • What were others doing that contributed to this being a great moment for you?
  • What did you contribute in creating this moment?
  • What would need to happen for you to have moments like that

more of the time?_________________________________________

__________________________________________________________________________________________________________

  1. When are we as a team at our very best?
  • What are we doing at those times?
  • How are we communicating?
  • How are we treating each other and others outside of our

circle at those times?

  • How can we be those ways, and do those things more

of the time?

_______________________________________________________________________________________________________________________________________________________________________________________

 

  1. If you had three wishes for your organization, what would they be?_______________

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Practice

Health

                                                TEAM DEVELOPMENT

            The self-managed team is essentially a philosophy based on shared values, trust, unity of purpose, relationships, and a commitment to personal and professional growth.

Character and Competence of each person on the team are the essential ingredients of trustworthiness and win/win agreements. Character because you can’t separate who you are from what you do; and Competence because you need to be committed to continuous improvement in technical, conceptual, and interdependency skills. If people cannot add value, they will have to select themselves out of the organization because there will be no place for them to function appropriately.

            It is very important that the attitudes, actions and activities of everyone in the office are congruent with the values, purpose and motivating spirit of the organization. Ultimately each dental team must develop its own unique style. The dentist and team must deal with their values, standards of excellence and the personal relationships required to exceed the patient’s expectations. We must continually work to align structure, systems, and process with our shared values, vision and purpose. Shared values determine how people perceive problems, seek alternative solutions, and make decisions.

 

SHARED OWNERSHIP

No dream is beyond reach when you have a shared vision and purpose with the right team.

  1. Leaders must be willing to delegate power and control after clear goals, standards of excellence and expectations have been established. Conflicting or ambiguous expectations is the cause of almost all relationship difficulties.
  2. Everyone’s job, including the leader must be open to examination and change.
  3. All team members must be encouraged to make suggestions and be given real authority to act, to try things on the spot in the belief that failures are learning experiences.
  4. Everyone must have easy access to all the information relevant to their work.
  5. Everyone’s job security depends on their ability to provide solutions that exceed the patient’s expectation.
  6. Teamwork must become a way of life. People working interdependently do not need job descriptions. Self-managed people with a feeling of ownership work best knowing each others areas of responsibility. There are no departmental boundaries.
  7. Everyone must make a commitment to personal and professional growth. Continuing education is not optional.

 

Practice

Health

 

The Five Functions of Great Teams –  A leadership fable by Patrick Lencioni

Teams with trusting relationships:

  • Admit mistakes, weaknesses, and ask for help
  • Accept questions and input about their areas of responsibility
  • Give one another the benefit of the doubt before a negative conclusion
  • Take risks in offering feedback and assistance
  • Focus time and energy on important issues, not politics
  • Offer and accept apologies without hesitation
  • Look forward to meetings and other opportunities to work as a group

Teams that engage in conflict:

  • Have lively, productive meetings debating important issues
  • Ideas and opinions of all team members are encouraged and considered
  • Discuss and resolve real problems quickly
  • Minimize politics
  • Put critical topics on the table for discussion

Teams that make commitments:

  • Create clarity around direction and priorities
  • Align the entire team around common objectives
  • Develop an ability to learn from mistakes
  • Unite behind decisions and commit to a clear course of action when agreement is impossible
  • Move forward and change direction with confidence without hesitation

Teams that hold one another accountable:

  • Ensure that poor performers feel pressure to improve
  • Identify potential problems quickly by questioning one another’s approaches without hesitation
  • Clarify exactly what the team needs to achieve, who needs to deliver what, and how

everyone must behave to succeed

  • Avoid excessive bureaucracy around performance management and corrective action
  • Shift rewards from individual performance to team achievement, there-by creating

a culture of accountability

Teams that focus on collective results:

  • Retain achievement-oriented employees
  • Down play individual achievement in favor of team performance
  • Enjoy success and suffer failure acutely
  • Benefit from individuals who subjugate their own goals/interests for the good of the team
  • Focus on specific objectives and avoid distractions
  • Adhere to clearly defined outcomes and deadlines

 

Practice

Health

                                Principles of Team Membership                                   

                                               

  1. Always be willing to do more than your share.  A person with a high commitment to the success of the team and practice will look for ways to contribute to the success of the group to achieve the shared vision and purpose of the practice.
  2. Never say uncomplimentary things about another team member behind their back.    Engage in positive confrontation of the problem.
  3. Confront your conflicts. Resolved conflicts strengthen relationships. Unresolved conflicts do not go away, they accumulate and get worse.
  4. Accept reality – all team members are not paid the same salary. All do not have the same education, experience, duties, responsibilities, abilities, attitudes and dependability.
  5. Never be late or absent for trivial reasons.  One person absent can affect the quality of care, the efficiency and effectiveness of the entire office.
  6. Participate in team activities even when inconvenient. Electing not to participate may be seen as rejection by teammates. The more you know about someone, the greater likelihood that you will care for them.
  7. Be involved, concerned and active regarding your personal growth.  As a group of individuals who work together become cohesive, caring and synergistic they are experiencing personal growth.
  • Be unselfish with your time and helping others.
  • Be empathetic with patients and team members.
  • Confront conflict with a positive attitude – see other point of view.
  • Accept yourself and others – strengths and weakness – it’s OK to not be perfect.
  • Listen to others more than you talk.
  • Be a continual learner.
  • Accept responsibility and be accountable for your actions.
  1.  Contribute to personal growth of teammates when appropriate. Help is not help until it is perceived and accepted as help by the recipient. The ideal relationship is to have a friend who can act as a consultant where the level of trust, understanding and caring is high enough so we can tell it like it is.

 

 

M. William Lockard, Jr.  DDS         www.billlockarddds.com

Practice

Health

Team Motivation                         

The ingredients of genuine motivation are Autonomy – Mastery – Purpose

The intrinsic motivation, the drive to do something because it is interesting, challenging and absorbing is essential for a high level of creativity. The team’s compensation must be adequate and fair – then the following statements apply.

According to the London school of Economics, “financial incentives can result in negative impact on overall performance.” Such as Contingent Rewards – “If you do this, then you’ll get that” had negative impact on intrinsic motivation.

Goal Setting – goals that people set for themselves devoted to attain mastery are usually healthy. Goals imposed by others (sales targets, quarterly returns, test scores can have dangerous side effects. These goals can cause unethical behavior such as; focusing on short-term gains and to lose sight of the potential devastating long-term effects on the organization.

Many people work only to the point that triggers the reward and no farther. If a child gets a reward for reading 3 books, many will not read the 4th book.

In contrast – “as long as the task is routine, repetitive task, bonuses worked well – the higher the pay, the better the performance (more widgets produced).”

Questions;

  • How much autonomy do you have over your main responsibilities at work?
  • How much autonomy over how you perform your main responsibility?
  • How much autonomy over your time at work – arrive and leave?
  • Are you involved in goal-setting about your responsibilities?
  • What is the Practice Purpose?
  • What are your learning goals?
  • What are you performance goals?

Home Testimonial

“Thanks so much for your continuing efforts to promote and advance the concept of the relationship based practice.” – Jim Otten

Great Forum

What a great forum for sharing the wisdom we have been privileged to gain from those who came before us. Hearing that wisdom expressed in the language of today is so important. ~ Mary Osborne

Get Involved with the
Bob Barkley Study Club Now!

1213 Corporate Circle SW, Roanoke, VA 24018
(540) 774-1577 |

Contact Us