Letting Go

From the perspective of many longtime members of organized dentistry, its tripartite membership structure has always been the glue that holds dental professionals together. However, in the past decade, the market share and percentage of the active profession that holds continuous membership has declined. Dentistry is unique among professional organizations in that the tripartite has helped organized dentistry to build unified support from a majority of professional colleagues. However, in view of changing demographics in recent years, there has been increasing concern that membership may continue to decline unless new answers can be found to make organized dentistry more relevant and more attractive.

Traditionally, the local, state, and national associations that form the tripartite have provided what have been considered to be the needs and wants of the membership via the democratic process. That process utilizes the collective decision-making of committees, boards, and Houses of Delegates. One of the problems we have seen with this process is that leadership and staff energies are directed in a proactive manner to develop needed programs or policies or to defend against a new challenge from outside. They are left with little time to analyze, modify, or eliminate existing policies and services that might have outlived their usefulness. With changing times and demographics, the types of needs and wants that once fulfilled the expectations of most members may no longer dominate the wish list of the current membership. If out-of-date programs remain in place without modification or removal, they contribute unnecessarily to the cost of association operation. Combined with the cost of new programs approved by members, they add to a high total dues bill that either discourages renewals or is unattractive to nonmembers.

However, for members and nonmembers alike, we see some positive changes on the horizon that should make membership more relevant to the average dentist. Change will start with leadership. Evidence of the changes that can be expected from the California Dental Association depend to a significant degree on the changes in new leadership detailed in this space several months ago. Recently, the year 2000 Executive Committee and the senior staff of CDA held meetings to assess the issues and directions of the association for the coming year. Similar meetings have been held annually in recent years. However, this year, the tenor of the discussions and the conclusions adopted for further discussion by association committees and decision-making bodies was exciting and far-reaching.

As American Dental Association Editor Lawrence Meskin observed in his recent JADA editorial on building the ADA membership base, the thinking has to be "outside the box." The creative thinking on the planning done by CDA leadership was definitely outside the box. They displayed a commitment to supporting President Kent Farnsworth's theme of "Foundation for the Future." Traditional philosophies and policies were not protected from critical analysis. Changes that would improve the function of the organization and provide programs or benefits attractive to nonmembers or wavering members were central to the discussions. Some of the planning would require significant change in how CDA relates to its membership at the local level and is not without risk. But, risk-taking is essential in any effort to improve the relevance and function of an organization.

Perhaps it is because of the realization that we now reside in a new century that a strong spirit for change is evolving. However, it will depend upon a leadership and an association staff that have committed themselves to effecting necessary changes that will lead to a more vital and desirable membership-driven organization. We believe the commitment to change is genuine. However, it will take time for boards and individual leaders at the local and state level to approve the changes that will be at the heart of continuing discussions in the coming months.

It will also take time for members to accept and adapt to change. One of the characteristics of individual business owners such as dentists is that we find it difficult to move away from the comfort of a long-term policy or philosophy. That is a significant part of our message regarding organizational change, namely, "letting go." We must be willing to let go of traditional programs or policies that no longer are beneficial to the majority. We must be willing to accept and support change that will enable organized dentistry to become stronger in numbers and to demonstrate relevance to all segments of the membership.

Successful advocacy in matters of legislation and regulation has been one of the greatest achievements of organized dentistry. Individual members often do not understand nor appreciate how much is regularly accomplished on their behalf by staff and volunteers of their organizations at all levels. That activity must continue and, in many cases, expand. New programs and philosophies that are relevant to dentists of every ethnicity and at every age level must receive fair consideration.

Given such a scenario, it is impossible to adopt new programs and a new attitude without giving something up. To add new programs with a heavy price tag will not appeal to long-time members or to new members, particularly those carrying a heavy educational debt load. Thus, there will be an absolute necessity to let go of some long-held philosophies and programs if we are to progress.

It will not be easy. It will take creative thinking and sacrifice at all levels of leadership and membership for organized dentistry to move forward successfully. For now, the possibilities have already excited a few. It is anticipated that the process of change will become exciting to all segments of the membership as the goals and preliminary plans achieve support and approval.