Introduction of the ‘talk’ model of shareddecision making into dental consultation.
In order to distinguish essays and pre-prints from academic theses, we have a separate category. These are often much longer text based documents than a paper.
Background: In current dental consultations, collaborations and treatment plans may not always be based on the best practice of shared decision making, but rather rest on the traditional paternalistic style of decision making.
Aim: The planned organisational development project aims to improve shared decision making by introducing the ‘talk’ model into dental consultation.
Rationale: The paternalistic style of decision making can lead to dissatisfaction, compromised consent, and poor patient-centred care. The literature identified shared decision making as central to patient engagement, effective communication and quality of care.
Change Process Plan: The Health Service Executive Change Model was utilized as a framework for the systematic planning and future implementation of the planned project. The four stages included are: initiation, planning, implementation, and mainstreaming. This change model is coupled with a consideration of risk management, a supported financial case, a communication plan and a project management plan, so as to ensure a thorough foundation for successful change. Evaluation: Project evaluation included a mixed method approach of informal interviews, questionnaires, and observations. Kirkpatrick’s model of evaluation was employed to evaluate educational aspects of the project.
Conclusion: Leading the planning for an organisational development project in healthcare is complex and challenging. The proposed implementation and evaluation of this planned project will enhance the dentist-patient relationship. For the project plan to be successful, it is important to understand the organisation’s vision, culture, and its stakeholders. Finally reflecting and learning strengths and limitations, both at an organisational and individual level are crucial.