dental practice July 2009
www.dental-practice.org
Ten steps to creating a successful practice:
part 4 – get moving and get ahead
The fourth part in a series of articles by Ed Bonner BDS MDent, Sloan Fellow London Business
School, and Adrianne Morris, ALPlife success coach. This month: dealing with change…
A
N ancient Chinese curse is there not some resistance, he says,
“may you live in interesting “organisational behaviour would take on 7
don’t downplay the potential A variation on the authoritarian style
problems – acknowledge them, but are leaders who assume that they know
times”, and never has the characteristics of chaotic randomness.” emphasise the positive aspects of the what is best for the organisation,
world been more interesting – and When change is mooted, resistance proposal and the benefits to your staff hospital or practice, but although they
frightening – than for the past few sparks healthy discussion and debate
months. over the benefits of the prospect, and 8
dealing with change needs to will still impose their own views on
address – and answer – the WIIFM everyone, they differ from absolutely
We are having to deal with the can produce sensible options, question: what’s in it for me? authoritarian bosses in being kind and
prospects of changing global politics, variations and alternatives, probably
terrorism, financial insecurity, resulting in a better-considered 9
included in the benefits should be friendly to their subordinates and
some financial gain giving the appearance of inviting their
recession, depression, inflation, and decision.
not least, a failing national dental 10
improvement to productivity views. In the dental context, eg in
resulting from changes should corporate dental bodies, this style
system offering little security to many ... and the down be rewarded in a predictable manner – works well, especially where a very
of us. Unexpected change is the There is also a dark side. Resistance the staff should know that if turnover immature team is present.
currency with which we now have to to change may not be overt and may increases by x they will benefit by y. A
trade – interesting times indeed! not be immediate, and may be subtle. well-considered bonus reward system Shared leadership
If we were cynical rather than It might therefore be difficult for the is therefore essential In this style of leadership, dentists
sceptical, we would say that people are protagonist for change even to be and their managers will work from the
not resistant to change, rather that they aware that resistance exists. It can Leadership assumption that subordinates are
resist change when there is nothing in manifest in several different ways: The key to managing change is strong intelligent and reliable, have
it for them. lowering of morale, loss of motivation leadership. As we all know, there is no worthwhile and creative ideas, and can
We are not alone in this opinion. to work, increased errors or mistakes, single style of leadership ideal in all be trusted to arrive at sensible
Famous American guru Dr Stephen
Resistance to change may not be overt and may
decisions within the prescribed
Robbins (The Truth About Managing
not be immediate, and may be subtle. It might
guidelines. This does not imply
People) states the proposition even more
therefore be difficult for the protagonist for
abdication of leadership but is high on
baldly: “most people resist any change
change even to be aware that resistance exists.
sharing and low on imposing.
that doesn’t jingle in their pockets!” Again, this is a very successful
staff absenteeism due to “sickness”. circumstances. There are times when method, but it only works where
Fear creates inertia All of these can hinder adaption and each of the following styles of subordinates are mature enough to
Change, says Robbins, creates progress. It therefore behoves you to leadership may work better than others. accept the responsibility required
insecurity by substituting ambiguity deal proactively with any possible fallout alongside the freedom allowed. This
and uncertainty for the known. by full and considered communication The authoritarian style style of leadership can be employed in
Individuals generally fear the unknown, and pre-empt or prevent anticipated The authoritarian leader is one who is equal-participation partnerships where
and those with a high need for security problems, rather than trying to remedy very decisive, and seldom permits no single leader is possible or desirable.
resist change because it threatens their or rescue a difficult situation later on. other team members to participate in
safety. Dentists and their staff are by the decision-making process. Such a Non-leadership
their very nature conservative: we are Ten steps you can take person doesn’t do “nice”. This type of leadership
all creatures of habit, we enjoy routine, when attempting to bring leader will simply weigh up available This has been described as the let-
and once into a rhythm, we find that about change information, make a decision and them-do-anything-they-want-to style of
inertia is a far more comfortable state impose it on subordinates. This is the management which entails complete
than action. 1
be honest and open about any
proposed changes right from the prevalent style in highly structured abdication of leadership and places
One of the reasons that changes in beginning organisations such as the military. power totally in the hands of managers,
job routine engender fear is that the An example would be the President with the leader’s sole responsibility
affected dentists and their staff are 2
change is not an event, rather a
process that should be allowed to of America, who is not only leader of being to give guidelines to the
concerned they may not be able to evolve, so don’t suddenly impose your the people but also Commander-in- manager.
perform to their existing standards and, ideas, but... Chief of the US armed forces. A very This can result in very happy
what’s more, lack the confidence to strongly-opinionated dean of a dental employees, and the style works well
believe that they will be able to meet 3
…rather involve your staff in
ongoing discussion school may also impose such a style, where subordinates are highly
the demands of the new processes. So, provided other strongly-opinionated motivated to achieve results for which
when a dentist tries to change the 4
respect their opinions, consider
every argument contrary to your members of staff don’t rebel. they are remunerated with lower basic
mould, because it is in his or her opinion, and be prepared to make The downside is that most salaries but with high bonuses. It does
interests to do so, it would be changes or alter your ideas authoritarian leaders are very not work well where the subordinates
surprising if there was not at least some unpopular, and their subordinates are inexperienced, lacking in
resistance from other members of 5
rather than poo-pooing their fears
and concerns, acknowledge and often devote a disproportionate confidence or unsure of themselves,
staff. respect them amount of their time and energy in and high levels of training are essential,
seeking ways of disobeying such especially in times of change.
The upside… 6
identify members of staff who are
positive or at least less negative and leaders. Nevertheless, this style of
Robbins states that this can in fact enrol them as change missionaries – leadership is necessary and effective in The consultative style
be a positive factor, because resistance they may well be able to bring others emergency situations, and emergency Such leaders are still strongly
to change provides a degree of stability round to your way of thinking better situations have never been more decisive, but allow more participation
and behaviour predictability. Were than you can prevalent than now.
Continued on page 26
24
DP July 09 4,6-7,21,24,26-27,34,24 24 24/6/09 14:03:25
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