Date of Award


Document type


Degree Name

Masters theses/dissertations - taught courses

First Supervisor

Ricky Ellis


Talk Model, Dental Consultation, Decision Making.


Background: In current dental consultations, collaborations and treatment plans may not always be based on the best practice of shared decision making, but rather rest on the traditional paternalistic style of decision making.

Aim: The planned organisational development project aims to improve shared decision making by introducing the ‘talk’ model into dental consultation.

Rationale: The paternalistic style of decision making can lead to dissatisfaction, compromised consent, and poor patient-centred care. The literature identified shared decision making as central to patient engagement, effective communication and quality of care.

Change Process Plan: The Health Service Executive Change Model was utilized as a framework for the systematic planning and future implementation of the planned project. The four stages included are: initiation, planning, implementation, and mainstreaming. This change model is coupled with a consideration of risk management, a supported financial case, a communication plan and a project management plan, so as to ensure a thorough foundation for successful change. Evaluation: Project evaluation included a mixed method approach of informal interviews, questionnaires, and observations. Kirkpatrick’s model of evaluation was employed to evaluate educational aspects of the project.

Conclusion: Leading the planning for an organisational development project in healthcare is complex and challenging. The proposed implementation and evaluation of this planned project will enhance the dentist-patient relationship. For the project plan to be successful, it is important to understand the organisation’s vision, culture, and its stakeholders. Finally reflecting and learning strengths and limitations, both at an organisational and individual level are crucial.

Creative Commons License

Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 License.

File Size

3,975 KB


A Dissertation submitted in part-fulfilment of the degree of MSc Healthcare Management, Institute of Leadership, Royal College of Surgeons in Ireland 2016.