[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.16″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_text admin_label=”Text” _builder_version=”4.27.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
I read opinion pieces on artificial intelligence with attention and sometimes concern, describing it either as the gravedigger of early careers or, conversely, as the revenge of experienced professionals.<\/p>\n
Reality is more demanding.<\/p>\n
It forces us to pay greater attention to the maturity of our governance models than to the age of our collaborators, including in dental healthcare, where technology evolves at an unprecedented speed.<\/p>\n
The observations of the Defender of Rights and the International Labour Organization are clear: age discrimination persists and undermines cohesion, performance, and trust. Ce fait doit \u00eatre reconnu sans d\u00e9tour.<\/p>\n
But I reject a simplistic interpretation that pits juniors and seniors, humans and machines, and tradition and modernity against each other.<\/p>\n
The real divide is not generational.
It is temporal: between organizations obsessed with the quarter and institutions capable of thinking in decades.<\/p>\n
In dental surgery, orthodontics, implantology, and aesthetic dentistry, AI already transforms radiological diagnosis, implant planning, surgical guide design, orthodontic alignment, and predictive pathology analysis.<\/p>\n
AI does not decide. Leaders do.<\/strong><\/p>\n Artificial intelligence is neither guilty nor providential. When used to reduce without transmitting, automate without training or accelerate without governance, it impoverishes healthcare organizations in the medium term and weakens the patient-practitioner relationship.<\/p>\n When used to document clinical experience, strengthen therapeutic judgment, secure protocols, improve traceability, and structure intergenerational cooperation within a dental clinic, it becomes a powerful lever for quality, safety, and sustainable competitiveness.<\/p>\n The issue is therefore not technological. <\/strong><\/p>\n I am convinced that no healthcare organization can navigate technological cycles without a strong chain of transmission.<\/p>\n Younger practitioners bring digital agility, mastery of 3D planning software, and rapid integration of diagnostic tools. Opposing them is sterile. The clinic of the future will not choose between innovation and experience. <\/p>\n If AI raises concerns today, it is often because it is introduced into systems already weakened by:<\/p>\n Responsible governance in dental healthcare requires exactly the opposite.<\/p>\n Authentic innovation in dental medicine is never a strategy to bypass the human factor. <\/p>\n Artificial intelligence places dental healthcare before a test of collective maturity.<\/p>\n Those who reduce this revolution to financial optimization will quickly discover its limits.<\/p>\n Those who integrate it into patient governance grounded in clinical transmission, career diversity, and social responsibility will build clinics that are resilient and worthy of patient trust.<\/p>\n We do not build the future of care by erasing those who shaped it. <\/p>\n Jean-Pierre Cubizolle<\/strong> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" I read opinion pieces on artificial intelligence with attention and sometimes concern, describing it either as the gravedigger of early careers or, conversely, as the revenge of experienced professionals. Reality is more demanding. It forces us to pay greater attention to the maturity of our governance models than to the age of our collaborators, including […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[10],"tags":[],"class_list":["post-700","post","type-post","status-publish","format-standard","hentry","category-in-the-news"],"yoast_head":"\n
It reveals the quality or weakness of our collective choices.<\/p>\n
It is ethical, strategic, and managerial.<\/strong><\/p>\nKnowledge transmission as a strategic asset<\/h2>\n
More experienced practitioners contribute clinical intuition, complication management, and a deep understanding of patients.<\/p>\n
Articulating them is vital.<\/strong><\/p>\n
It will transform their dialogue into a strategic advantage that serves the patient.<\/p>\nRelearning long-term governance<\/h2>\n
\n
\n
It is a renewed contract with it.<\/p>\nMy conviction<\/h2>\n
We build it by learning to govern together over time.<\/p>\n
Administrator
Clinique Dr. Martins<\/p>\n