Why does anyone try to do things differently than the way it first occurs to them? To get different results, usually.
But what about when you want to do things the same way, over and over again reliably? That's what an intentional approach to running a business is all about, and it's the goal of all business systems.
Let's explore this difference by talking about decision trees and desire paths.
Desire Paths
A desire path is something we've all seen. If there is no paved path to a drinking fountain at a park, the shortest or easiest path will be visibly worn in by foot traffic. Paths to water are a great subset of examples and a good way to think about desire paths.
There is a certain kind of truth in evidence in desire paths, along the lines of "Form is the diagram of forces," and so systems designers in specialties from civil engineering to software engineering observe the emergence of desire paths and incorporate them, sometimes with little amendment, into their designs.
In a dental practice, desire paths show up constantly. The way patients actually navigate your check-in process. The shortcuts your team takes when they're behind schedule. The informal communication channels that spring up when formal ones are too slow. These aren't necessarily problems — they're information.
Decision Trees
A decision tree is a map of a process that accounts for the choices that need to be made along the way. In a dental practice, decision trees underlie every protocol — from how a new patient call is handled to how a treatment plan is presented.
The best decision trees are built by observing desire paths first. You watch how people actually behave, then you formalize the best behaviors into a process everyone can follow. This is the opposite of top-down system design, and it tends to produce systems that people actually use.
When you combine the observation of desire paths with the discipline of decision trees, you get systems that are both practical and principled — the hallmark of a well-run practice.