Decision-Making Methodology
Do you tend to make decisions swiftly?
Several years ago, a dental consultant observed that I often struggled with indecision. At first, I was surprised—and honestly, a bit discouraged. I’ve always believed that thorough analysis from every angle was key to making informed decisions. But I came to realize something important: at some point, you have to act.
In my case, the pursuit of perfection was slowing down both excellence and progress. Even after extensive research, I would hesitate to implement changes, opting instead for just a little more analysis.
Sound familiar?
Thankfully, I came across a simple yet powerful strategy that changed how I approach decisions. It revolves around three straightforward questions—each one requiring a clear YES before moving forward.
These questions serve as a filter for clarity and confidence in your next steps. It’s helped me prioritize action, mitigate risk, and build trust among my team and patients. Let’s dive deeper into how this framework works in practice.
Patient Considerations
First, ask: “Is it good for the patient?”
This question must always lead the decision-making process. Patients are the lifeblood of any dental practice, and their needs, perceptions, and outcomes should guide both clinical and administrative changes. From new scheduling systems to implementing advanced diagnostic tools or revising communication protocols, each choice has ripple effects on the patient experience.
Consider the adoption of digital forms or online booking. While convenient for the practice, the ultimate question is whether it simplifies the experience for the patient. Does it reduce confusion, save time, and build trust? If patients feel more seen, heard, and accommodated, then the answer is YES.
Let’s revisit the topic of fee schedule increases. Initially, this might seem like a barrier to patient retention. However, most patients understand that increased fees reflect rising operational costs and the value of services. Transparency is key.
Consider holding an internal training session to align your team on how to explain fee changes. Offer examples: ‘Our new sterilization equipment ensures a higher standard of safety, which is reflected in this fee.’
Additionally, practices can utilize surveys to gauge patient perception pre- and post-implementation. If feedback shows patients feel cared for, respected, and informed, the change can be considered successful. Patients who understand your “why” are more likely to remain loyal advocates of your practice.
People (Your Team) Considerations
Next, ask: “Is it good for the team?”
A well-informed, empowered team is essential to running a successful and thriving practice. When change is on the horizon—whether it’s technology, structure, policies, or pricing—the team’s experience and morale must be considered. Decisions that benefit the team result in stronger engagement, higher retention, and better performance.
For example, implementing a new software system may make long-term operations more efficient. However, if the team isn’t consulted or trained adequately, it can lead to stress, errors, and resistance. Consider hosting a trial week with the new system and gathering feedback daily. Let team members co-create solutions and offer adjustments.
Compensation is another sensitive yet essential topic. Fee increases that only offset inflation may not automatically result in wage increases, but open conversations about financial health and career growth show your commitment to the team’s well-being. Introduce tiered bonus systems tied to production or case acceptance, and be transparent about thresholds and progress.
Moreover, cross-training your team builds a resilient workplace culture. When employees understand the “why” behind changes and feel equipped to adapt, they become your biggest asset in both patient interactions and long-term growth strategies.
Team members who feel seen, heard, and valued will enthusiastically support the changes you make—again, the answer becomes YES.
Practice Considerations
Finally, ask: “Is it good for the practice?”
This encompasses financial viability, reputation, long-term scalability, and operational harmony. Any decision that fails to support the sustainability of the business puts the entire ecosystem—patients, team, and ownership—at risk.
A prime example is underpriced services. When your fees don’t reflect the cost of high-quality materials, continuing education, or advanced technology, your margins shrink and stress rises. Conducting annual fee analyses is not optional—it’s foundational. Work with a dental-specific financial consultant to review your market, insurance contracts, and cost-per-procedure to determine accurate pricing. Don’t forget to evaluate your PPO participation—are those contracts serving your goals?
Also consider the systems that support scalability.
- Are your protocols streamlined?
- Is your onboarding process for new hires consistent?
- Are marketing efforts yielding measurable ROI?
Decisions should reflect not just short-term ease but long-term strategy. Training your business team to present fees confidently is a crucial step. Every touchpoint in your office—from the first phone call to post-op instructions—should reflect professionalism and clarity.
When patients see consistency and trust your recommendations, they stay.
That retention drives referrals and solidifies profitability. When you invest in systems that enhance both care and operations, the practice thrives—and again, the answer is YES.
In summary, the decision-making framework of asking: ‘Is it good for the patient, the people, and the practice?’ is a simple yet powerful tool. These three pillars keep you grounded in integrity, aligned with your values, and focused on sustainable success.
This approach not only helps cut through analysis paralysis but creates a blueprint for thoughtful leadership. In my journey, learning to trust this system has empowered me to take action more quickly and with more clarity. I’ve seen greater alignment among my team, stronger patient relationships, and healthier financial outcomes.
I encourage you to incorporate this three-question filter into your own decision-making processes. Use it in strategic planning meetings, leadership huddles, and even in daily operations.
Over time, it will become second nature. The clarity it brings will help you make confident decisions that benefit everyone involved. And ideally, as you grow, your answer will consistently be: YES.
About the Author
Angela Waller, MAADOM
Angela Waller has been in the dental industry since 1985. In 1997, she accepted the challenge to become the office manager of the practice. Tift Regional Dental Group has been her passion and dental home for 38 years. She served on a Georgia Senate Study Committee in 2015.
Angela joined AADOM in 2015 and received her fellowship in 2019 and her master’s in 2025. She is a lifetime member of AADOM. She is passionate about dentistry and leadership.
