Leveraging Stakeholder Mapping for Effective Change Management in Academic Dentistry: Implementation in an Integrated Care Model.

The impact of oral health on general health has gained increased attention over the past years, yet integrating a dental medicine model within academic dental settings has been challenging due to structural, technological, and cultural barriers. To address the challenges, innovative management strategies are essential for implementing the necessary changes. This paper describes the application of stakeholder mapping as a strategic framework for guiding change during the implementation of an integrated oral health care delivery model at the University of Texas Health Science Center at Houston School of Dentistry's (UTSD's) clinical Center for Health Promotion (CHP). Using an illustrative case study approach, stakeholder mapping was employed to identify, categorize, and analyze individuals and groups based on their levels of influence and interest, as well as the impact of the project's success, using an influence-interest grid. Stakeholders were systematically classified into four quadrants: High influence/high interest, high influence/low interest, low influence/high interest, and low influence/low interest, to prioritize engagement and tailor communication, participation, and feedback mechanisms. They were further grouped as internal stakeholders (faculty, staff, and students, and collaborating academic institutions) and external stakeholders (patients, community partners, third-party payers). Tailored engagement strategies enhanced collaboration, mitigated resistance, and fostered institutional alignment. This inclusive, strategic approach demonstrated that systematic stakeholder mapping can effectively facilitate organizational change in academic dental institutions by promoting open communication, trust, and supporting a transformation toward improved patient care, better health outcomes, and a more sustainable oral healthcare system.