In 2003, the Institute of Medicine (IOM) called for interprofessional education (IPE) to be adopted by the health professions education community as the pedagogical approach to educating future practitioners for practice in multidisciplinary teams. In dentistry, this call built on points made in the key 1995 IOM report Dental Education at the Crossroads. Currently, IPE and collaborative practice are among the most signiicant changes to health care education and delivery in the 21 st century. This report describes the path that dental education has taken regarding IPE since the irst national report on the subject was released in 1995. It also reports the results of a 2014 survey of U.S. dental schools to ascertain their progress in adopting and implementing IPE, as well as perceived obstacles that persist. Of the 63 dental schools, 62 participated, for a response rate of 98%. While over 90% of the respondents reported that their schools offer IPE experiences, only 58.1% had formal university-led and -promoted IPE programs. Formal IPE experiences were more prevalent at public institutions (67.6%, compared with 44% of private institutions). In 2012, a previous study reported that 66% of the IPE experiences offered to dental students were voluntary; today, 69.1% of these activities are required. Interprofessional core competencies occupy four of the top ive content areas of IPE programming, providing a framework for schools to implement IPE activities. However, inding the bandwidth within the dental curriculum to accommodate IPE competencies, identifying adequate time in the schedule, providing faculty training, and assessing IPE activities were the most frequently reported challenges. The results of this survey lead to recommendations for academic dental institutions moving through this transitional phase in adopting IPE.Dr.

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On May 12, 2005, the inaugural meeting of the American Dental Education Association Commission on Change and Innovation in Dental Education (ADEA CCI) was convened. Comprised of thought leaders representative of dental education and practice, the ADEA CCI published groundbreaking white papers that effectively helped bring dental education across the threshold of the 21st century. Twelve years later, a new ADEA CCI has been convened-ADEA CCI 2.0. The ADEA CCI 2.0 is a broad-ranging, strategically interconnected, flexible, and multifarious community of stakeholders situated within and across all facets of oral health education and practice. Whereas the first iteration of the ADEA CCI made the case for change regarding revisions of the dental curriculum and learning environment, the ADEA CCI 2.0 will focus on external domains that are having a global impact on the content and delivery of health care and health professions education and, ultimately, how health care benefits people. The principal work of the ADEA CCI 2.0 will be to create educational and implementation resources and opportunities for dental educators to contemplate, investigate, and ultimately define the future needs of their academic dental institutions in this constantly changing world.

Social determinants of health (SDH) impact the overall health and well‐being of the entire population. It is imperative to train future health care professionals to develop an understanding of the impact of these determinants, so they can provide contextual treatment more conscious of the culturally, racially, and socioeconomically diverse populations they will care for during their careers. This article, the second in a series of American Dental Education Association Commission on Change and Innovation in Dental Education 2.0 white papers on SDH, introduces a conceptual framework adapted from the original framework presented by the National Academies of Science, Engineering, and Medicine that can be applied to predoctoral dental curricula. This framework is organized into three domains: education, organization, and community. The domains are explained, and examples of current implementation efforts at several academic dental institutions are provided to help dental educators envision how to incorporate these concepts into their own curricula.

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Professional learning communities (PLCs) are defined as "a group of people sharing and critically interrogating their practice in an ongoing, reflective, collaborative, inclusive, learning-oriented, growth-promoting way." PLCs have been found to be an effective change management strategy in business and education when confronted by rapid change. The American Dental Education Association's Commission on Change and Innovation in Dental Education new national program-ADEA CCI 2.0-includes the development of a PLC. By employing an "engage and learn" model PLC centered on continuous quality improvement and systems thinking, dental faculty can identify internal and external barriers to change that could lead to innovative solutions to complex issues. This article argues that a PLC is a viable change management strategy to counteract the effect of multiple external forces impacting dental education and thus to develop future-ready faculty.