Decades of research have shown that organizational climate has the potential to form the basis of workplace operations and impact an organization's performance. Culture is related to climate but is not the same. "Culture" is the broader term, defining how things are done in an organization, while "climate" is a component of culture that describes how people perceive their environment. Climate can be changed but requires substantial effort over time by management and the workforce. Interest has recently grown in culture and climate in dental education due to the humanistic culture accreditation standard. The aim of this study was to use corporate climate principles to examine how organizational culture and, subsequently, workplace operations can be improved through specific strategic efforts in a U.S. dental school. The school's parent institution initiated a climate survey that the dental school used with qualitative culture data to drive strategic planning and change in the school. Administration of the same survey to faculty and staff members three times over a six-year period showed significant changes to the school's climate occurred as a new strategic plan was implemented that focused on reforming areas of weakness. Concentrated efforts in key areas in the strategic plan resulted in measurable improvements in climate perception. The study discovered that culture was an area previously overlooked but explicitly linked to the success of the organization.
Keywords: dental education; dental school; dental school management; organizational climate; organizational culture; organizational models; planning techniques; strategic planning.