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Knowledge: Change Management’s Best Friend by Don Caputo

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"Earnings drop due to restructure" is a phrase often used by corporate America. In other words, financial projections were missed due to changes in the organizational structure. Although restructuring is often to blame for poor results, it is seldom clear if the restructuring caused the missed expectations or if the decreased revenue forced the restructure. One certainty is that change, regardless of the cause, is not widely embraced.

In light of the recent economic challenges, many companies including orthodontic and dental professionals, have been faced with tough business decisions that inevitably force change. Reduction in staff, streamlining internal operations, replacing antiquated software and implementing new vendor relationships are just a few items that have significant impact on the existing office's operations. Most companies take years to define and implement processes while others just let them evolve (not recommended by any consultant). Then the restructure necessity arises and chaos begins. Inherently, change invites a level of uncertainty, which forces people from their routines and promotes frustration. But with change comes opportunity, new innovations, greater focus, refinement of processes and a new commitment with the team. The challenge is balancing a healthy promotion of opportunity without upsetting the "apple cart." Here are six key areas that will help prepare for the impact of change and help encourage all members to embrace the transformation.

1. Communicate, communicate and communicate. All too often it is assumed that everyone understands why and what changes are occurring. Even if the reason for change is obvious, it is still critical that the purpose be defined, written in simple, logical terms and then verbally discussed. The number-one obstacle faced during a period of change is that people lose sight of why the decision was made. It is best to approach delivering the message of change just as most large companies handle communicating their mission statement. Create a clear, concise statement indicating why and what is changing, then post it in a break room or reiterate the purpose during any regular company/practice meeting.

2. Develop a plan. While it is important to communicate the why and what will be changing, it is equally important to demonstrate a clear cut plan associated to the change. Although planning is the most intimidating part of any new venture, it is the single step that will keep the team focused on the immediate tasks without becoming overwhelmed by the overall goal. Just like scoring a touchdown in a football game, it is easier to think of scoring by advancing the ball in 10-yard increments. Each 10 yards grants you another set of opportunities to score. A thought-out plan of action removes the intimidation of the overall project by breaking the tasks into obtainable milestones. Each time a milestone is obtained a replenishing reward is instilled with each member of the team, just like the first down achievement. This promotes a sense of accomplishment and encourages the project team to tackle the next phase.

3. Have a project overview. The project overview, like the mission statement, should define "why the need?" and "what's the goal?" then tasks should be established with timelines showing the steps required to obtain the end result. There are several inexpensive software tools that can assist with this process. Microsoft Outlook has the ability to assign tasks and to notify team members of their assigned commitments. Another option specific to project management is an Internet-based software package called Basecamp. It is simple to use and inexpensive to operate ($50 per month for up to 40 active projects). If software is not an option, the simple use of a whiteboard listing the project scope with defined tasks, assigned responsibilities and due dates will achieve the same objective.

4. Create committee(s). After reviewing the project needs with the team, it is time to establish who will be responsible for completing the tasks. Forming a committee or multiple committees for larger projects is an ideal way to promote buy-in from the team and to create accountability for completing assignments. The committee should be allotted time (no more than 30 minutes) to meet weekly to discuss progress, review project plan objectives and identify any barriers. The committee should have a chairperson responsible for keeping the team focused on the goal and providing project updates to leadership. Documenting minutes of the meetings and tracking project progress in a short summary report helps keep all members informed, including those who are not part of the committee. In addition, the documented minutes will help maintain team members' accountability for their assigned tasks. As a side note, the chairman does not necessarily need to be responsible for documenting the minutes; delegating this allows the meeting lead to focus on the goal and to help assure task assignments are on schedule. Start each meeting by reviewing the prior meeting minutes and obtain updates for any outstanding items. Be sure to have your project tool (whiteboard, Basecamp, or Outlook) visible during the meeting. If managed properly, the minutes and the project tool will become your agenda for the meeting.

5. Incentivize to engage. Address the "what's in it for me?" mentality early on. Unfortunately there is a long list of poorly implemented transitions that have been implmented only to benefit the top management team. As part of the initial communication, it is imperative to discuss how the proposed change affects all employees both financially and operationally. If the organization does not already have a formal incentive program, then there is no better time to implement employee incentives. It is always best to associate any reward program to production or collection goals. In the event the identified change is not significant enough to implement a companywide incentive program then think in terms of rewarding the committee(s) leading the project. Any program devised should coincide with completion of objective timelines or meeting the established goals. Although year-end payouts for achieving a goal are reasonable, it is best to provide monthly or quarterly incentives.

6. Measure the outcome. What better feeling is there than to complete an assigned task and receive feedback related to the results, especially when it is positive feedback? A great example that illustrates instant feedback is the performing arts world. After completing a show or a rehearsal, the production group is gathered and "notes" are shared with the entire team. Lighting crew, sound crew, props specialist and performers are all held accountable to the group for their respective tasks. Because each member of the production understands exactly what their role is, in many cases they self-evaluate any areas needing improvement. Following this same concept and having the committee provide quantifiable documented milestones will help assure that accountability becomes a selffulfilling action. The only additional ingredient needed to guarantee execution is for leadership to focus on the progress of the project as mapped out by the committee. What more could be asked for than a team of people critiquing their own progress and identifying areas of improvement. Communicating the objective, then documenting the plan of action with assigned responsibilities and rewarding those who achieve their objectives clearly sets the stage for individual accountability. Focusing on the project's progress not only reinforces the accountability for this project, but sets the tone for the expectation of future projects.

Say what you are going to do, do what you say and measure it. This is the best way to sum up ideal change management. This concept was introduced by Six Sigma, a process improvement methodology that was instrumental in revamping the GE manufacturing process in 1995. Obviously its approach is more encompassing than the simple phrase, but the underlying concept is to define the objective, implement a measured plan of action and verify the success. By following the steps listed, both large and small operations can minimize the impact of change and help assure the end result has companywide acceptance. The tools used, the number of committees identified and the amount of preplanning for the implementation is dependent on the scope of the project; however, regardless of the restructuring need, knowledge is not only power, it is change management's best friend.

Author's Bio
Don Caputo is the Director of Practice Integrations at OrthoSynetics. He leads a team that works hands-on with affiliated practices to ensure full integration with the business services provided by OrthoSynetics.

Don attended the University of Pittsburgh at Johnstown where he received his degree in computer science.

Don utilizes his prior experience as a foundation for team building, process development and customer relations. He has worked as a general manager for Specialty Appliances, VP of Operations at Oasys Practice, Director of IT services for Arthur Anderson (an accounting firm) and as Director of Customer Services with PracticeWorks.
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October 2025
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