Communicating Organizational Effectiveness

As most regular readers of California Dental Association publications know, this year the association has been engaged in many worthy efforts that will contribute to improving the image that it projects to the audience that it serves: the members and potential members of the dental profession in California. Despite its strength and successes over many years, the association has continued to be dogged by criticism from some members and nonmembers suggesting that the services provided do not justify the level of membership dues support. We hasten to emphasize that such criticism has prevailed for as long as we can remember, and even in the hoped-for future times of positive achievement, there will probably be detractors. That is the nature of the beast. Those who question the effectiveness of the organization provide checks and balances that motivate leadership to continue the endeavor toward achieving the highest standards.

If the many current administrative and leadership initiatives, from strategic planning to new management systems, are not as successful in achieving the desired goals as the proponents and the target audience would like, it will not be because of a lack of effort on the part of those who have sacrificed many long hours to the cause. From our vantage point, that has never been the problem or even a part of the continuing problem we discuss this month.

In our view, the question of organizational effectiveness arises out of a major handicap imposed by the very structure of tripartite. We are together, but we are still apart. When it comes to understanding programs and decisions, the discussion often takes on a "We vs. They" mentality. Do not misinterpret our intent -- we are not speaking against tripartite, merely identifying seeming obstacles to its successful application. Each constituent or component within the structure carries out what they believe to be their responsibility to their membership, but the relationships between leadership at each level and their members at large, as well the relationships with colleagues at other levels of the tripartite, often become detached. Attitudes are stretched to the breaking point, and the feeling of being a part of something shared is lost.

It would seem that communication is at center stage of the problem. Some years ago, ADA and then CDA determined that communication with members would be improved with newsletters designed to keep often isolated dental practitioners informed with professional news, including reports on the efforts by the organization on behalf of the individual. ADA News and CDA Update were born and continue to provide high quality information on a regular basis. We have found it disappointing from past reports of dentist focus groups queried about membership and membership benefits, that many dentists fail to recognize (or remember) events or achievements of their organizations that have been reported in these publications. Our expectation, although probably too idealistic, has always been that if they become familiar with organizational efforts and achievements, the value of being part of the process is realized and the association benefits from a member who is supportive.

Since quality publications do not offer the complete answer to improved communication, what about the Internet? According to a recent survey by Dental Practice Report, nine out of 10 dentists have computers at the office, and 53.6 percent have Internet access. Also, the survey reports that dentists who use the Internet more than 10 times per month for purposes other than e-mail are more likely to do so at home (63.5 percent) rather than the office (37 percent). Further, the top three dental-related uses of the Internet are to obtain information about dental research, dental products, and continuing education courses.

All CDA council, committee, Board, and House minutes are now posted to CDA Online. This leads us to wonder whether association business, from goals to achievements, can become important to the Web-surfing dentist. In a very serious sense, we doubt that this information will break into the top three list. But, it is another avenue that might help to create greater understanding for some who find this venue more attractive than the printed page.

One part of electronic communication that can more effectively contribute to eradicating the boundaries between the levels of the tripartite is e-mail communication. We were pleased to note that of the current 64 presidents and president-elects in the 32 CDA component societies, only 10 do not have e-mail accounts. What a tremendous improvement in opportunity for good communication between CDA and the components if we all can learn to use the medium efficiently and effectively. The only potential negative is, can the component leadership establish an e-mail network with a significant number of the membership at large that would further facilitate the communication process, so that constituent-component communication is fully integrated.

There is one final piece to the communication puzzle that would probably contribute a great deal to a feeling of organizational effectiveness. In his recent monthly communication to leadership, Tim Comstock pointed to an activity that has been dormant at CDA. That activity -- marketing!

Some still remember the phrase "We’re the Dentists Who Set the Standards." We are not suggesting a return to that particular motto as we know there are reasons this particular statement is not acceptable in the contemporary environment of competition. But as Mr. Comstock pointed out, "We need to show new and potential members a clear value for affiliation with CDA." A good marketing approach should appeal to old and new members alike, providing a feel-good attitude about their inclusion and participation in organized dentistry.

After many years of watching the association process in action, we are convinced that the perception of organizational effectiveness by CDA is dependent upon that elusive entity called communication. We expect positive and progressive improvements from the year 2000 initiatives under development that will contribute to the future effectiveness of the organization. That should fix philosophies and processes that are "broken."

However, we believe that future organizational successes will also be dependent upon CDA’s ability to bring a diverse group of professionals together based upon the full knowledge that that their organization is continually at work on their behalf. Only when the communication gap is closed will the real effectiveness of the organization be realized and appreciated.