Cross-training: one of the most poorly implemented ideas ever to be embraced by dentistry. It may be an effective training technique for athletes and, under certain specific circumstances, a useful corporate tool, but it has had terrible implications for dental teams. It has, in my opinion, shifted our expectations from deep competency to general ability in our employees.

In industry and the corporate world, cross-training is used as a motivational, training and investigative tool in which employees at all levels of the organization participate in a strategically planned process which exposes them to other areas of the business' operation. In this way, employees have a greater understanding of how the entire business functions and how the employee's unique role impacts every other department. A significant and intentionally targeted outcome is the greater appreciation for the challenges faced by those in other areas of the business.

In some cases, corporate planners use job-rotation as a tool for improvement. In these circumstances, employees actually shift into another person's role for an extended period - often six months at a time. Clearly this requires a broad array of skills and is very difficult to implement even in large organizations.

In order for cross-training to be effective, it must be carefully planned and part of the master plan. There must be great clarity about the objectives of this project and how it is part of the overall business plan.

In dentistry, however, none of these processes or guidelines are actually honored nor does dentistry fall under the typical corporate structure. So why is cross-training done in some practices and why is it a bad idea?

Read on