2 From the Editor ORTHO TRIBUNE | FEBRUARy SUPPLEMENT future to anticipate change, and (c) hold constant the reason for being — the education of students and care of patients. An assessment of one’s strengths, weaknesses, opportunities and threats is also important in order to develop a strategic development plan. It provides a valuable reflection and analysis, which might also yield high priorities that will be essential and critical for future success. Such priorities will allow progression to the next or higher level. No longer can it be business as usual, but rather take the attitude of carpe diem, and take this opportunity to utilize the dynamics of intelligence. Leave emotion and fear out of the equation and make the necessary changes to think and practice within this financial Katrina and general discomfort zone. The willingness to learn is what is important, not preserving the moniker of what is already known. Those of us who reach our dreams and successes always remain focused on smaller accomplishable goals in succession; it leads us to the ultimate picture of our vision and aspiration. The start of a new year is a great time to reflect, analyze, gain clarity and recharge for the road ahead. The secret of our future is hidden in our daily practice. OT Specializing, sub-specializing and integrating By Dennis J. Tartakow, DMD, MEd, PhD, Editor in Chief ORTHO TRIBUNE The World’s Orthodontic Newspaper · U.S. Edition Publisher & Chairman Torsten Oemus t.oemus@dental-tribune.com Vice President Global Sales Peter Witteczek p.witteczek@dental-tribune.com Chief Operating Officer Eric Seid, e.seid@dental-tribune.com Group Editor & Designer Robin Goodman r.goodman@dental-tribune.com Editor in Chief Ortho Tribune Prof. Dennis Tartakow d.tartakow@dental-tribune.com International Editor Ortho Tribune Dr. Reiner Oemus r.oemus@dental-tribune.com Managing Editor/Designer Ortho Tribune & Show Dailies Kristine Colker k.colker@dental-tribune.com Managing Editor/Designer Implant & Endo Tribunes Sierra Rendon s.rendon@dental-tribune.com Online Editor Fred Michmershuizen f.michmershuizen@dental-tribune.com Product & Account Manager Humberto Estrada h.estrada@dental-tribune.com Product & Account Manager Mark Eisen, m.eisen@dental-tribune.com Marketing Manager Anna Wlodarczyk a.wlodarczyk@dental-tribune.com Marketing & Sales Assistant Lorrie Young, l.young@dental-tribune.com C.E. Manager Julia Wehkamp j.wehkamp@dtamerica.com Dental Tribune America, LLC 213 West 35th Street, Suite 801 New York, NY 10001 Phone: (212) 244-7181, Fax: (212) 244-7185 W ell, another year has come and gone, but it will not be forgotten. Our country is climbing out of a recession the likes of which has never been encountered at any one moment in time, and on so many fronts. We were hit with a wake-up call, facing one new issue after another, from global warming to the downward spiraling economy and stock market, to the energy and gas crisis, to the decline and freezing of the housing market, and now to the rise in unemployment. This planet indeed experienced unprecedented and uncertain events to the point where our ubiquitous future had been shaken up and was uncertain. The voice of America said, “OK, we can’t continue with business as usual. Take a real hard look at what changes are essential, what changes are necessary and be frugal to survive.” Hard economic times are not over yet. However, out of darkness sometimes a glimmer of light appears; there are new and auspicious vistas of opportunity right now in orthodontics. With the new year, we have a great opportunity to reflect on our accomplishments of the year past and refocus on personal goals for the journey ahead. In the realm of social sciences, organizations are social arrangements that pursue collective goals and control performance. Researchers often examine the organization from several different modalities, the most common of which are: sociology, psychology, economics, political science, resource management and communication. In his primary approach to formal organizations, Argyris (1960) regarded the central theme of the organization to be in the lap of the individual; people create and maintain the health of the organization (p. 276). Organizational human resources management (HRM) professionals are responsible for educating all levels of administration, management and individual employees regarding the principles of social justice. There are many local, state and federal laws that affect HRM, which have been created to eliminate discrimination for non-jobrelated reasons in the workplace (Pynes, 2004, p.72). A strategic development plan includes many essential factors. Critical decisions for future growth, development and expansion of institutions, companies and especially individuals might require much thought and consideration in order to experience future success in whatever the ultimate endeavor is. Orthodontics is an organization in some ways similar and in other ways different from the example above. Job opportunities are present. Many orthodontists who came out of the workforce during the last decade may find employment in education. Moving into a new career or position, however, is never without the need for change, modification, training or learning new job skills. Career changes, such as from clinician to educator, must include reflection and reconsideration of one’s attitude and behavior. A new job or position change is a new ball game with new rules, policies and conditions. Orthodontists who reinvent themselves must glean understanding in order to assess the requirements and develop a plan for the future. As the 21st century evolves, new scientific technology, industrial integration and new skills are essential in order for such career changes to be successful. Even with all elements and factors already in place, IT staff, administrative staff, faculty and user-orthodontists must also learn and develop new skills. In the educational milieu of orthodontics, a strategic development plan might serve as a tool for general exploration of educational goals, determining skill levels, which required greater faculty expertise, and discovering faculty needs. Setting direction and planning are two separated activities. The function of educational leadership in orthodontics is to maintain change or set a new direction for departmental goals. One must devote time and enthusiasm to strategically plan in order to (a) synchronize visions and aspirations, (b) provide a blueprint for a viable References 1. Argyris, C. (1960). The impact of the formal organization upon the individual. Behaviour in organizations: Understanding organizational behavior, Tavistock. 7-24. longings (pp. 87–111). New York, NY: University Press of America, Inc. 2. Pynes, J. (2004). Human resources management for public and nonprofit organizations (2nd edition). Jossey-Bass, John Wiley and Sons. Published by Dental Tribune America © 2010, Dental Tribune International GmbH. All rights reserved. Dental Tribune makes every effort to report clinical information and manufacturer’s product news accurately, but cannot assume responsibility for the validity of product claims, or for typographical errors. The publishers also do not assume responsibility for product names or claims, or statements made by advertisers. Opinions expressed by authors are their own and may not reflect those of Dental Tribune International. OT Corrections Ortho Tribune strives to maintain the utmost accuracy in its news and clinical reports. If you find a factual error or content that requires clarification, please report the details to Managing Editor Kristine Colker at k.colker@dental-tribune.com. OT Editorial Advisory Board Jay Bowman, DMD, MSD (Journalism & Education) Robert Boyd, DDS, MEd (Periodontics & Education) Earl Broker, DDS (T.M.D. & Orofacial Pain) Tarek El-Baily, BDS, MS, MS, PhD (Research, Bioengineering & Education) Donald Giddon, DMD, PhD (Psychology & Education) Donald Machen, DMD, MSD, MD, JD, MBA (Medicine, Law & Business) James Mah, DDS, MSc, MRCD, DMSc (Craniofacial Imaging & Education) Richard Masella, DMD (Education) Malcolm Meister, DDS, MSM, JD (Law & Education) Harold Middleberg, DDS (Practice Management) Elliott Moskowitz, DDS, MSd (Journalism & Education) James Mulick, DDS, MSD (Craniofacial Research & Education) Ravindra Nanda, BDS, MDS, PhD (Biomechanics & Education) Edward O’Neil, MD (Internal Medicine) Donald Picard, DDS, MS (Accounting) Howard Sacks, DMD (Orthodontics) Glenn Sameshima, DDS, PhD (Research & Education) Daniel Sarya, DDS, MPH (Public Health) Keith Sherwood, DDS (Oral Surgery) James Souers, DDS (Orthodontics) Gregg Tartakow, DMD (Orthodontics) & Ortho Tribune Associate Editor Image courtesy of Dr. Earl Broker.