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I read your editorial in the July/August issue of Dental Update, regarding the prevalence of marketing/business input into a modern practice, with interest.
I agree with everything you say; there is a real push on to carry out ‘profit orientated’ treatments such as invisible orthodontics, cosmetic and facial rejuvenation. I believe that in these difficult times there are commercial forces encouraging GDPs to increase their turnover, in order to survive as a business, while ignoring any adverse impact on patients. Some of these clinical treatments and strategies are being recommended by non-clinical ‘business gurus’. They are gaining credence because, as current financial turmoil increases, there are added pressures to deliver more as a Small/Medium Enterprise (SME). Where I feel the problem arises, is that there is little or no undergraduate education addressing the skills required to manage and lead a small business successfully in a dynamic culture. The result – everyone is trying to fill the bath with more water (income streams) without plugging the gaping holes (poor teamwork and leadership, wastage, staff turnover and burnout) and undertaking sound business measures applicable to any routine SME. The classical problem with a healthcare SME is the conflict between profit needs and professional ethics.
I recently completed a Masters in Clinical Leadership which addressed the impact of business management education on the perception of GDPs’ stress. It showed that, where individuals had undertaken a semi-formal business education, they suffer less personal stress and lead a more efficient team with a more productive approach to the business of a healthcare SME. This leads to a more content team, greater patient satisfaction and an increase in job satisfaction. This enhances financial stability and removes the need to embark on more treatments akin to those outlined in Martin Kelleher's last series.
I was able to identify a genuine desire to have some form of basic business training during the undergraduate programme. This could be added to, in a flexible bespoke modular format, during subsequent postgraduate development. The education input would ideally be a joint venture between a local dental school and the corresponding university business school. It would equate to a Masters of Business Administration (MBA) specific to Primary Care. In light of the fact that 95% of dental care is delivered within the primary care setting, any form of education is bound to improve the effectiveness of delivering Total Quality Care (cf Total Quality Management, championed by the Investors in People accreditation). A potential collaboration with the established Open University programme would be ideal.
A level of business education would also assist the secondary healthcare sector as it would improve communication between clinicians and managers and allow mutual understanding of the problems facing a 21st century NHS.