Ankylosis. Part III: Treatment of Children with Permanent Ankylosis
As mentioned in parts I and II of the series of articles about ankylosis, several factors must be taken into account when choosing the appropriate treatment option for ankylosed tooth.…

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Temporary restorations: the key to success
For dentists who have recently completed training, temporary restorations are often not considered an important part of treatment, but rather are a simple temporary solution between obtaining an impression and…

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Talk about "sore" or what affects the cost of dental treatment
It is difficult to find a person who would not go to the dentist with "acute" pain. A person who is not familiar with this unbearable pain that interferes with…

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Burnt from labor

The topic of the professional burnout syndrome of dentists is described in the works of psychologists and HR consultants, in my opinion, in sufficient volume. However, conducting a large number of seminars and lectures, I notice that doctors do not attach serious importance to this problem, do not try to somehow influence the situation. What they themselves later regret.

Having worked in paid medicine for more than a quarter of a century, I was able to identify several main reasons for the professional burnout of dentists, depending on the stage of work.

Burnout at the beginning of a career

Very often, the dentist already at the first stage of practical activity experiences professional stress. What is the reason, in my opinion? The key factor here is the organization in which the young specialist works.

As a rule, at the start of his career, a doctor solves two problems:
* the formation of a personal brand (“I am a specialist”);
* ensuring their own stability and security.

At this time, he is happy to experiment with materials and technologies, is engaged in the search for one or more specializations in which he would like to realize himself. Are all the heads of the clinics ready to grant the young worker the right to experiment? Practice shows that no.

It’s no secret that the vast majority of dentists are “people of processes”. This is logical at the initial stage. The doctor needs to learn how to correctly “diagnose and treat”, that is, to comply with the standards of diagnosis and treatment, which are accepted as rules in the clinic. Unfortunately, they are not always there. And if there is, then no one uses them. The task of managers at this stage is to inform the employee about the value system of the organization to which he came to work. In addition, a clear distribution of responsibilities, well-written job descriptions, and clear goals and objectives are important. A favorable psychological microclimate in the clinic, the absence of hazing are also of great importance.

In addition, the management of dentistry should build a system of internal training and development of a young employee, which would contribute to his professional growth. And here, as a rule, serious problems arise. The stumbling blocks are huge gaps in the education system and the lack of understanding that the doctor works in an organization engaged in the medical business. Here everyone says that medicine comes first, but in reality they play a secondary role (often patient orientation remains only a slogan even in clinics that provide paid services). Employees do not want or are not able to comply with the principles of service aimed at satisfying customer needs.

As a result, two to four years after the start of professional activity, the dentist has a decrease in the feeling of competence, there is dissatisfaction with the opportunities provided by the clinic, and the career of a specialist. Often this is compounded by comparing the results of your work with those of colleagues or people with whom you studied together and who “are doing well.”

A change of place of work as a doctor at this stage is much more common than in a later period. This is understandable, the doctor continues professional self-determination. Many of the knowledge and technology that he can obtain in one organization is not provided to him in another. I believe that the process of choosing an organization by an employee goes along with the process of choosing an employee by an organization. Restrictions at this stage in “work in one place” only interfere with him. Especially if the first difficulties of the adaptation period have already been overcome. Another question: will a specialist be able and willing to work in another organization in parallel, if he receives everything you need from you?

No, not a good dental unit, materials and implant system, namely everything you need? And does his understanding of necessity coincide with yours? And your understanding – with the requirements of the time and the conditions of a highly competitive market? In our country, a huge number of doctors who have never studied effective negotiations with a patient (they say that “life taught”). Many dentists have never in their professional lives participated in seminars on the legal aspects of medical activity. “Why,” dad “(the head of the organization) knows everything himself,” they argue. Even worse, working within the framework of one dental specialization, many do not see the need for training in other specializations (at least at the theoretical level). As a result, the patient receives fragmented treatment. At the same time, all paid clinics call an integrated approach among their competitive advantages. Sad, but true.

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