Paradigm Shifts

We've said it before..."This year will be different." But will it? Make 2011 your year to change. Learn more, do more, become more!

First Impressions

The dictionary defines paradigm as a typical example of something, an example that serves as a pattern or model of something, a constellation of concepts, values, perception and practices shared by a community, which forms a particular vision of reality.

In the dental practice the community is the team and the paradigm is their vision of reality for their office. The paradigm includes the team's expectations, assumptions, possibilities and limitations of the practice.

The first thing I evaluate when I am working with a new client is the practice's paradigm. What is at the heart and core of their culture? Is it a culture of achievement or failure, of forgiveness or blame, of trust or mistrust, respect or disrespect, of good intent of sabotage? It is important for me to help the team create the shifts resulting in change. Here in lies the difficulties for many of us... the fear of change... fear of the unknown... fear of failing!

In times of change we must remember that people will be people. We differ. We have doubts. We assume too much. This is where great teams outshine the rest. They see differences as advantages, not excuses to give up. They understand that patience and perseverance are great virtues, and the mark of wisdom and strength. So plant the right seeds, respect the growing process, and watch great things happen!

Personal Inspiration

As an example of the way paradigms can influence perception and meaning I am reminded of a recent workshop I facilitated. The 'sabotage culture' was rampant and a feeling in the room that it would be difficult or impossible to move forward because of it. I took a marker and wrote "sabotage culture" on the flip chart. Then I wrote "good intent culture" next to it, getting a few nervous laughs and rolling of the eyes in response. On the next line I put, "Why did you do it that way?" Underneath sabotage I wrote "accusation" and under good intent, "question." On the next line, "I hope you do better next time." This time under sabotage I put "threat" and under good intent "encouragement."

It is the paradigm which has the major effect on our perception: if we believe that there is a sabotage culture we will hear the words from that frame. They might have been meant as a question or encouragement but that is probably not the way they will be heard.

The prevailing paradigm encourages certain types of behavior. If everyone believes there is a sabotage culture it is much more likely that people will behave in blaming ways; in a similar situation in a good intent culture (how nice it would be if they were as common) people would be more likely to act in a positive and encouraging way.

The paradigm tends to be self-sustaining. Because I hear the words, "I hope you do better next time" as a threat I accept them as proof there that is indeed a sabotage culture: "Did you hear that? She just threatened me - that's so typical of the way things are done around here." A paradigm is like a self-fulfilling prophecy; there is a kind of circular logic attached to it which makes it hard to break.

It is not the existence of paradigms which can cause difficulties but their stability. Even when a paradigm is no longer a reality it will tend to cling on, still filtering perceptions in ways which are harmful. The major psychological obstacle in shifting paradigms is the myth of permanent characteristics. It is people who think their habits of action are not habits, but permanent traits. Believing in that totally false myth traps people in prison, an iron web of limitation. The repeated action patterns that you and I demonstrate throughout the day are a result of habit, not the result of permanent characteristics, or character defects, or personality quirks.

All we have to do to build a new habit is to create a new routine. I don't need self-discipline for this, I don't need a new personality, I don't need fresh strength of character or even more willpower. All I need is a routine.

Professional Inspiration

So, how do we shift our paradigms? First, it takes honest and open communication. Have a team meeting and talk about the culture the team wants to work in and the culture it is (you will never move forward otherwise). What are some adjectives to describe this new culture? Grab a flip chart and markers and write down all the ideas being shared. Let's say the tea, ca,e up with trust, respect, responsibility, accountability, positive attitude, good intent, happy and successful. What would these things look like? What actions, steps and changes would each person need to take? What paradigm shifts would need to occur to change the office culture?

Second, it takes commitment from the entire team. Everyone needs to be on board. It only takes one team member to opt out to sabotage the entire office. There are no individual opt outs. If a team member does not like something or has a concern it is to be addressed with the entire team. Either the entire team agrees to make the change or the individual team member needs to support the decision of the team. All decisions are to be based on what is in the best interests of the patients and the practice and not an individual team member. The entire team reaps the benefits from this basis of decision making. If a team member's words or actions do not support the changes they are not supporting the doctor, team and practice. Therefore, they are not on board. The new office culture does not support team members who are not on board.

Third, it takes accountability to sustain the changes and to shift paradigms. We are human and old habits die hard. We will occasionally fall back into old habits that cause breakdowns in communication, behavior, and attitude. All team members are to be held equally accountable to the changes and paradigm shifts. No exclusions, no exceptions or you divide the team. As a team discuss the breakdowns to help each other to overcome and succeed in the future. Monitor the results on a daily basis. Daily huddles are ideal to talk about where the breakdown occurred, resolve as a team and move forward.

Taken from Ray of the Month newsletter. Written by Judy Kay Mausolf.