Future vision

The development of the BDJPortfolio has enabled us to create a much greater connectivity across the individual publications, providing an improved service to readers, researchers and advertisers. Growing the number of cross-references to content gives bespoke slants for our different target audiences within the profession, enabling us to take opportunities to tailor our services to much greater effect.

The content of the September issue of BDJ In Practice, mailed to BDA members in the same (recyclable) envelope as this issue of the BDJ, is an ample illustration. The particular relevance of the articles to the current situation in UK dentistry is marked and I urge you to read them. Much revolves around the parlous state of NHS dentistry - a subject also highlighted in this BDJ with a detailed and comprehensive statement of the BDA's position on the developments (or not) of the still extant 2006 contract, despite it being declared unfit for purpose more times than bears repeating. The other main issue is the status of child oral health in the UK, which is critically dissected under the analytic eye of the editor, David Westgarth.

There is, however, one other article in particular that stimulated my imagination. 'What's next after the digital revolution?' by Marcos White relates how the author was posed this question following a lecture he gave.¹ One has to admit that it is a rather astute query, and I am glad that I wasn't the person put on the spot to respond. I will leave you to read how Marcos dealt with it, but the thoughts which it stimulated are worth sharing.

As humans, we are often reluctant to embrace change. It is partly a survival mechanism I suspect. Fear of the unknown; what if we try something and we don't know where it will lead us? Fear of failure; what will other people think of us? Fear of financial loss; what if we buy something and it doesn't work out? What, if what we are doing now seems to be working very well?; fear of giving up a perfectly good system. 'If it ain't broke, don't fix it'. All well and good, but we carry such suspicions and inhibitions with us into our practices and clinical work every day as default positions. Very often when the change in question does turn out to be a good idea and a positive development, we then all decide to want to do it at the same time and there is difficulty meeting the demand. Statistically, it is made visual by an 'S' curve showing low uptake followed by a surge in interest and an eventual tapering off once the majority have invested in it.

What we need to do is to have a wider view, a future vision, a bolder plan.

Digital dentistry is a perfect case in point. I am never really sure what that precisely means, but I take it to be an umbrella term of all forms of digital technology from practice management through imaging to artificial intelligence and virtual reality. We have attempted to keep pace with, and as far as possible to anticipate and report ahead of, these trends. Content has included a BDJ series as long ago as 2008 by Pat Reynolds and colleagues as an early example. Interestingly, we received many questions over the robustness of the ideas contained in the papers but which are now proving the S curve of time. There have been many more, subsequent papers on the application of these technologies in dental and educational settings.

However, what White clearly describes in his own journey of dashing aside conventional impression taking and completely embracing the digital process is both reassuring and inspiring.¹ Not only has the change provided advantages in that process itself, but it has spawned a web of other positive developments. The inspiration here is for us all to apply such seemingly bold moves to our patient care, practices, businesses and personal development. So much time has been exhaustively spent chasing the endless contortions of the NHS contract. Yes, it would be wonderful if we can collectively work out a deal but it seems further and further away. What we need to do is to have a wider view, a future vision, a bolder plan. Fear of the unknown, of failure, or financial loss - of course, but these can be overcome by objective planning and, frankly, of being totally unable to justify 'if it ain't broke, don't fix it': because it is and it can't be.

As individuals, as a profession, we are intelligent, capable, entrepreneurial and most importantly, trusted by our patients. It is us they come to see loyally and faithfully, not the system under which they are cared for (or not). Using our instincts as well as our abilities to research, read around the topics, discuss them with colleagues and sensibly implement change, we can and will continue to succeed. What's next after digital? What's always been there. Human ingenuity and professional care.