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Practice Management
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Practice Management
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Written by Dr. Richard E. Busch, III, D.C.
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Tuesday, 29 January 2008 16:23 |
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Whether you are a seasoned veteran doctor or just setting up shop, one thing is certain: you didn’t spend all those years in school to do administrative and office work. That is why you have a support team. You should be the doctor—free to practice and not tied up in the details. Where do you start, what do you do, are things going the way you want and where do you go from here? It is simple; you need a "system," a system that trains you and your staff so well that you can step out of the daily trenches and really function as the doctor.
A definition of system is a well-ordered arrangement of disciplined actions to be taken. The result of a system is to allow areas of your business to operate with predictability and accountability with minimal involvement on your part. Systems can be established which benefit all areas of your business.
None of this needs to be overwhelming; just take it a step at a time. Ask your employees to help. Don’t assume that your employees automatically know what to do; communicate and let them know what you want and why! First, observe and record how your office runs on a typical day. Examine each specific step of the day and look closely at what happens. Note what you like and what you don’t like. Is there a logical and predictable sequence of events for everything from the incoming telephone call to the end of day duties?
Here’s an example of a simple task, yet a vital part of the system: The telephone call—the critical first impression of your office.
• One employee should be designated to answer the telephone first and then a second employee would answer when the first is not available, and within a specified number of rings—the domino effect.
• Each employee is to answer in exactly the same way, for example, "Good Morning, Busch Chiropractic. This is Ashley. How may I direct your call?"
• Decide which employee will always take a new patient’s telephone call, and then the next employee to take the new patient call. Establish an order of employees who can accept a new patient call. You may go as far as to decide which employees will never take a new patient call—the first impression of your office.
• Have a list of questions, so that you can consistently retrieve information that you would like to know about the new patient.
• Get control of the call and incorporate objections and the answers in your initial presentation to the new patient.
• Decide how thoroughly you wish your own incoming telephone calls to be screened.
• Create steps to properly record any telephone message, and what happens to the message. Post-It notes and scraps of paper can get lost, thrown away or buried under files. Have a message recorded on a carbonless message pad or forms which always includes date, time and who took the message.
• For existing patients, create a form titled "Patient Messages." Use an 8½ x 11 inch paper and then transfer any details about the patient. Paper is cheap! Make a copy for the doctor and place a copy in the patient’s chart. These can hold vital information that could help you in any future matters.
Here is an example of an intangible point that has a tremendous impact. Think about all of the great service you have received in your life. Perhaps it hasn’t been often. Regardless of where you were: whether it was a local diner or a five-star restaurant, if they provided great food and great service without your asking, you will remember this. You would wish to return and you would definitely recommend it to friends. Great service is what keeps people coming back, sometimes taking priority over the cost of the product or service. Quality and service is remembered long after price.
You want to be the clinic they come back to and recommend to their family, friends and neighbors. Train your people to deliver world-class customer service within the system. Tell your employees exactly the attitudes you require to be exhibited, as they are a direct reflection of you. Patients go where they are wanted and stay where they are appreciated. Attitudes of employees are based on the attitudes you create. This will create more patient referrals and recommendations to new patients. And, if you and your staff have exacting methods, procedures and scripting, the patient’s confidence will be at its highest before care even begins. This is all part of a system.
The goal is to identify and record every detail of every step of every process in your office. A procedure will be created and documented for everything from "Answering the telephones" to "What to do if …. " Every situation will have a specific action and/or response to be taken.
Your staff can learn how to create an appropriate barrier between the doctor and patient for situations that the doctor should never handle and always defer to the staff. This will eliminate the number of "got a second" and "what about this" questions from both the staff and the patient. This will make your office smooth, sophisticated and avoid outwardly awkward moments.
Here are some examples of patients’ concerns that will be overcome by the preparedness of the employees, and this is an important part of a system: You train your staff and you defer to your staff, and never outwardly become involved with the financial end and details such as the following of your patients’ care.
• Why don’t you participate in an insurance network?
• Why do I have to pay for my care?
• Why won’t you file my insurance?
• Do you discount your fees for cash payments?
• Will Medicare pay for it?
• What if it doesn’t work? Is there a guarantee?
• I want to pick up my X-rays now.
• I want an appointment today.
• I missed my appointment this morning; can I come in this afternoon?
• I don’t want X-rays taken because Dr. So-and-So never did.
• Dr. X didn’t do it that way.
You begin to create a blueprint and, once this is completed, it will be used by anyone that works for you. You record everything that you and your staff actually say and do daily. Once your processes/procedures/protocols and scripts are set, they should be recorded in training manual form. Things that will be covered are anything from the "new patient" first phone call and all the information you wish to provide to the patient and also retrieve from the patient, to the way a patient is processed, consulted, examined, reported and all the financial data. Well-trained, systematized employees will take a significant part of the work away from the doctor and establish the highest level of confidence in the patient. These employees will become a vital part of your improved stats, and will become an important role in the new patient inquiries, report of findings, patient conversion statistics, and patient success stories.
When portions of your system are documented, test the processes, rehearse and role-play. Run the business exactly as you have written it down. When you are done, don’t change a thing. Don’t allow an employee to change a thing! Remember, the employee should be able to read, learn the steps and follow them. You can ask for feedback, see if corrections need to be made, and then let go—trust your employees and trust your system.
Your staff must have the desire and discipline to follow the blueprint, but also have freedom and authority to act if there is an exception which needs to be made. Anticipate the unexpected and have generic responses in place. When this is done, there will be no doubt or hesitancy of what is the proper process and protocol of the office, and most situations will be dealt with immediately and correctly! Bear in mind, there might be periods of time when one or more support team members are absent for whatever reason. Cross-training should be a key part to your system. There should be the trained utility workers, those who know all aspects of your office tasks (scheduling, answering phones, faxing, filing, etc.) so that, even when someone is absent, your business flow is never interrupted.
Your office technology, accounting, finance, HR, technology support, administration should be part of the process. All of these departments should be defined and assigned. There are many back office duties that need to be entirely segregated from daily staff and could be economically outsourced. Delegating tasks that do not pertain to what you do as a doctor will help you become more focused and effective; although, you still need to be reported to and you must have a set of checks and balances.
Now that you have given your staff a blueprint for the system and you have clarified and communicated exactly what you expect—step away from the trenches and enjoy being the doctor with total practice freedom.
Dr. Richard E. Busch III, President and Co-founder of Freedom Awaits™, has what may be considered one the largest axial decompression/chiropractic cash clinics, Busch Chiropractic Center, in the United States, and may be reached at 1-866-662-BACK (2225) or
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
, or by visiting www.freedomawaits.com.
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Practice Management
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Written by Marc Swerdlick, D.C.
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Tuesday, 29 January 2008 16:20 |
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It is said that albert einstein had a sign hanging in his office at Princeton University that read, "Not everything that counts can be counted, and not everything that can be counted counts." The point that I want to take from that quote is that there are some not-so-pretty byproducts from marketing a chiropractic clinic that certainly count, but are often overlooked simply because they can’t be counted.
At one point or another, many of the tactics that chiropractors utilize in acquiring new patients usually involve something for free or something that is drastically discounted (i.e., a $17 exam). The name commonly referenced for this style of practice building is back-end selling. A back-end approach attempts to attract patients with "an irresistible offer," and then demonstrates a need for chiropractic care on "the back-end." In addition to free exams, free massages, and free dinners, a back-end approach also involves a number of other measures that are designed to get prospective patients to commit to care (often in reciprocity for the chiropractor’s very generous initial free/discounted offer).

Chiropractic is certainly not the only profession to utilize back-end selling; however, it is a profession that (unfortunately) most people consider when someone’s in pain. The idea of visiting a chiropractor as a means to prevent a departure from optimal spinal health is still far from the norm. While a number of chiropractors have done well with back-end selling, there is the potential for unpleasant and often hidden side effects from using some of these tactics and gimmicks: This is what I call Unintended Marketing.
In short, Unintended Marketing is that which occurs when someone perceives your "offer" (free exam, free massage, etc.) as being unprofessional and not dignified of a doctor. Because chiropractors are only able to measure the patients that DO respond to their offers, it becomes impossible to actually measure the potential side effects that may result from their actions. In fact, those who even raise the issue and suggest that a Doctor of Chiropractic may be repelling more prospective patients than he/she is attracting, are often met with more than just a dirty look.
Although Unintended Marketing goes virtually uncounted, the fact of the matter is that it still counts. Even without having hundreds of focus groups that could potentially legitimize the damaging effects of back-end tactics, it’s not that implausible to consider that there are people that are left with a bad taste in their mouth when they see an offer for a free exam, a free massage/free exam combo, a free dinner, and, yes, even a free DVD player. Is it that much of a stretch to understand that some people may not take to a DC who markets his/her services like it was a timeshare? Is it so difficult to think that someone, somewhere may be saying to himself or herself, "I’m not going to a doctor that puts such little value on his service that he gives it away for free"? Again, for the point of this article, I am not concerned about what takes place in other professions. And please understand that I am not rendering judgment. I am simply pointing out something that may be worth your consideration.
Back-end sales tactics often make up the arsenal of new patient acquisition tools utilized by many practice management consultants for the very simple reason that they work. Having said that, it’s important to realize that the success of these tactics is often measured in comparison to the expected results from a direct-mail campaign (about 1%). What’s counted is the number of those who responded to the offer (i.e., a $277.77 complete chiropractic examination for just $17.00). Remembering that "not everything that can be counted counts," it would stand to reason that there is the potential for the offer to have the opposite of the desired effect. The potential unintended side effect of a doctor offering a complete chiropractic examination at a whopping 93% discount could be that some folks walk away with a low opinion of that doctor and the results from that exam.
As I mentioned earlier in this article, there are other professions that offer freebies. However, the difference between dentistry, for example, and chiropractic is that most people accept regular dental care as part of their definition of prevention. Currently, the same cannot be said for chiropractic.
The main point is that, as a profession, we might want to examine how we market to the public-at-large. I’m not suggesting that back-end sales tactics aren’t effective. Rather, I am simply throwing out the possibility that it may be worth our consideration to take a look at how we present the benefit of our service to those that may be unaware of what chiropractic has to offer, and to those who may have a lesser opinion of chiropractic as a result of outside influences.
Dr. Marc Swerdlick is a 1998 graduate of Palmer College of Chiropractic, a well-known speaker, and the president of both S Group Inc. and PracticeCentral.com—Chicago-based companies that deliver marketing strategies to health and wellness professionals, as well as to organizations and corporations outside the health and wellness arena. Dr. Swerdlick currently offers his Pre-Sale Strategy, New Patient Acquisition, and Patient Reinforcement Seminars to chiropractors in conjunction with Integrity Strategies LLC. For more detailed information on these seminars, contact Integrity Strategies by going to www.integritystrategies.com or by calling 1-608-865-0466.
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Practice Management
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Written by Marc Swerdlick, D.C.
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Thursday, 08 November 2007 16:23 |
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Your practice is just that—YOUR PRACTICE. as straightforward and simplistic as that statement may be, many chiropractors promote their practice in a rather generic, almost "vanillalike" manner. Their outdoor sign just above their clinic reads CHIROPRACTOR, their walls are covered with posters that include photographs of a family holding hands while walking down the beach, and their brochures basically convey a general message of "Chiropractic is good for you." The doctors’ intentions are commendable; yet, they really don’t tell the prospective patient anything more than "I’m a chiropractor—just like the other guys down the street."
You are a doctor and, whether you like it or not, you’re also a businessperson. Your obligation to your business is to market your clinic, not everyone else’s clinic. What we’re talking about goes well beyond concepts like brand marketing and, no, this isn’t about stepping on the toes of other DC’s in your area. Rather, what we’re talking about is positioning your practice so that it stands out, and then giving that positioning a swift kick in the rear (the drive).
Most doctors are familiar with terms like USP (unique selling proposition) and target marketing. That’s all well and good; however, our concern for the moment is raising as many aspects of your practice as possible up on a pedestal so that they are visible. What do I mean? Well, for starters, it would be in your best interest to let prospective patients know what it is that you do in your clinic. Yes, I know that you are a chiropractor, and I realize that all techniques have something to offer. But, tell me, what do YOU offer under the heading of chiropractic? To put it another way, what exactly is chiropractic in YOUR CLINIC?
Some clinics consider disc decompression to be their definition of chiropractic, while other clinics consider chiropractic to involve the elimination of thought-based subluxations. Both clinics are chiropractic, yet very different in their approach in treating their patients. Why leave it up to the patient to figure out what it is that you do in your practice? Tell your prospective patients that you are a chiropractor, but then proceed to tell them HOW you define chiropractic in your office.
Regardless of what you’ve been taught in the past, uniqueness and positioning are not one and the same. Having an old firehouse as a location for your practice is a unique quality. If you offer your patients homemade cookies at each visit, that is also something that makes you unique.
Unique qualities and characteristics serve as attractors, but are not nearly as powerful as a positioning strategy that is built around building value.
Positioning involves a strategy that broadcasts the aspects of your practice that are clearly different from other doctors in your community. Notice that I did not say that these aspects were better, just different. Perhaps your focus is structural correction or the correction of Anterior Head Syndrome? If that were the case, then it would be in your best interest to let prospective patients know that, yes, you are a chiropractor; however, you are a chiropractor who focuses (not specializes) on a certain area of chiropractic.
Does your practice focus on pediatrics? Just the idea that a chiropractor focuses on pediatrics, in and of itself, suggests that there are pediatric health issues that can be addressed by doctors of chiropractic.
Are you an upper cervical doctor? Great! The recent study that came out that links upper cervical adjustments to a reduction in blood pressure is pure gold, and all the more reason for you to position your practice in such a way that prospective patients understand that there are different options when seeking out chiropractic care.
If you are someone who has gone through the effort of getting a diplomate in a certain area of chiropractic, why should you be quiet about it? Yes, I understand that there are chiropractors that are threatened by other doctors who stand up and say, "I do something a little different," or "I may have a little more experience in this area," but their issues are not your issues.
Should not having a certificate on your wall, yet still having experience in a certain area of chiropractic, preclude you from actually positioning your practice and making strides in that branch of chiropractic? Of course not! Without diplomate status, it stands to reason that suggesting that you are board certified is a big no-no. But, as an example, if you have years of experience working with athletes (and athletic injuries), you certainly have every right to position your practice in such a way that is suggestive of a sports injury oriented practice. All the power to you!
As we discussed earlier, unique qualities of a practice are not synonymous with positioning. However, multiple unique qualities that share a common denominator can be used in conjunction with a power positioning strategy.
For example, let’s say that your practice is big on being green (environmentally friendly). You use only 100 percent recycled paper, you recycle all office waste, you use environmentally friendly lighting, and have switched over to using digital ra diography in an effort to eliminate the use of hazardous chemicals. Do you think that, on top of other qualities that establish a difference when compared to other doctors, the fact that you are environmentally concerned could be the tipping point in attracting some of your new patients? Absolutely!
Powerful positioning is not about claiming superiority; rather, it’s about letting people know that some doctors have areas of interest that are different from others. Instead of being vanilla, be proud of your accomplishments and let people know what it is that you do.
Dr. Marc Swerdlick is a 1998 graduate of Palmer College of Chiropractic and is the president of S Group Inc., and practicecentral.com—Chicago-based companies that offer marketing strategies and systems to health and wellness professionals, as well as to businesses outside the health and wellness arena. Dr. Swerdlick offers his Pre-Sale Strategy, New Patient Acquisition, and Patient Reinforcement Seminars for chiropractors in conjunction with Integrity Strategies LLC. For more detailed information on these seminars, contact Integrity Strategies by going to www.integritystrategies.com or by calling 1-608-865-0466.
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Practice Management
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Written by Marc Swerdlick, D.C.
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Monday, 08 October 2007 16:02 |
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Who doesn’t want to do better? regardless of whom you talk to, most people want to be in a better place than they are today. As you may have guessed, for many folks, enhancing their financial status is their number one concern. But, for other people, improving their health and improving their relationship with their spouse/family is what’s most important.

On the business side of the chiropractic profession, there is an enormous amount of focus on self-improvement. Some practice management consulting companies contend that most of the doctor’s "challenges" in practice are a result of issues that reside between their ears. In other words, it is the doctors’ lack of self-esteem, self-confidence and goals, as well as a poverty mentality that act like a gigantic anchor holding back their ability to achieve more in life, and more in their practices.
I completely agree that headspace issues are not only a legitimate concern, but must be addressed in order for anyone, in any walk of life, to move forward. Obviously, this is not just a chiropractic issue. Having said that, I also believe that there is more to the puzzle than simply addressing the doctor’s personal issues. Once the doctor feels better about him- or herself, has the self-confidence to move forward, and has a list of goals that have been carefully outlined and prioritized, the next step is laying out the road map to get from where you are now to where you want to be in the future.
There are plenty of ways to make this discussion more complicated, but that’s just not my style. The point here is that we can all attend seminars that have us exiting the venue with a "YES—I can do anything" attitude. We can all read books that help us to attract positive energy. We can all listen to audio programs that show us how to become more goal-oriented. All of these action steps are a move in the right direction. However, what is often left out is direction and implementation.
Now I’m not suggesting for one moment that some practice management consulting organizations are not providing some amount of direction. What I am suggesting is that, more often than not, the direction is too vague. Imagine yourself attending a seminar where seventy-five percent of the weekend was spent making you feel better about yourself (a very worthwhile investment). On the last afternoon of the last day of the seminar, the focus switches from the headspace phase to the implementation phase—the point where you are shown how to get your wheels spinning and make things happen. Now that you are feeling better about who you are and where you want to go, the practice management consultant tells you to go out and tell anyone and everyone about chiropractic and, of course, about your practice. That’s great until you realize that you are uncertain about what to say, how to say it, how to position what you say, how to distinguish and differentiate your practice, etc.
You quickly realize that the "Just Do It™" mentality isn’t enough. Sure, it’s a great starting point, but building your practice requires more than just desire. You have the "Just Do It™" fire burning deep inside, but you are not sure about the "How to do it" that seems to be missing. You’ve been given some direction so that you have a USP (unique selling proposition) that is reminiscent of "Chiropractic turns on the power," but, beyond that, you are really only a vague ambassador for chiropractic instead of what you should be, an ambassador for YOUR chiropractic clinic.
To achieve your goals, you must have direction. To put it another way, you must have specific steps mapped out to get you from where you are to where you want to be. Telling a doctor to go join the chamber of commerce in his or her town is not a specific step. Telling the doctor exactly how to make the most of their membership (specifics) in the chamber of commerce is more in line with a direction-oriented train of thought.
To achieve your goals, you must understand how to implement the strategies that will lead you to your pot of gold at the end of the rainbow. Again, the "Just Do It™" mind-set isn’t enough. What is needed is more specific information on how to do it, when to do it, and where to do it. Lack of direction and lack of a strategy for implementation often result in frustration and, eventually, damage to one’s self-esteem and self-confidence. In the end, many doctors find themselves right back at the beginning of their journey with their goals now appearing even farther beyond their grasp.
We’ve all heard the expression, "To achieve, you’ve got to believe." That expression is valid and represents an excellent beginning. Like a person who has a vision of their dream home, they start with a mental image and eventually create a blueprint. In between the blueprint and the day you cross the threshold of your new home is the construction process. In essence, in your practice, you must learn how to become your own general contractor (instead of relying on someone else or some organization which tries to make you dependent on them) so that you are able to travel through life with the ability to turn a blueprint into reality.
Dr. Marc Swerdlick is a 1998 graduate of Palmer College of Chiropractic and is the president of S Group Inc. and practicecentral.com—Chicago-based companies that offer marketing strategies and systems to health and wellness professionals, as well as to businesses outside the health and wellness arena. Dr. Swerdlick offers his Pre-Sale Strategy, New Patient Acquisition, and Patient Reinforcement Seminars for chiropractors in conjunction with Integrity Strategies LLC. For more detailed information on these seminars, contact Integrity Strategies at www.integritystrategies.com or by calling 1-608-865-0466.
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Practice Management
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Written by Marshall Dickholtz, Sr., D.C.
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Monday, 08 October 2007 11:57 |
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Practically all authorities agree that a subluxated vertebra, by definition, includes movement of the vertebra from its proper position in several planes and directions. The reduction of the subluxation, the adjustment, must be a predetermined and pre-directed process of correction.
Direction is a measurable factor in a subluxation; force is an inherent element of the adjustment. Force, however, has the characteristic of direction—it is going somewhere—so it must be controlled and calculated. Each subluxation requires its own mathematically pre-determined directional path for its successful and efficient reduction. The subluxation and its correction is a procedure that can be tested in the light of scientifically acceptable principles, so far, at least, as the misalignment factors are concerned.
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The National Upper Cervical Chiropractic association, Inc., was formed April 16, 1966, as a non-profit corporation, with Mr. Donald A. Miller of Detroit retained as general counsel. The official publication of the corporation. The NUCCA Monograph, originally titled NUCCA NEWS for a few years following the formation of NUCCA, contains articles of a technical nature as a service to the membership and scientific community. Membership in NUCCA is open to any graduate from a chartered chiropractic college who is of good moral character.
The NUCCA Directive Board has adopted a policy statement to the effect that chiropractic is predicated on the restoration principle, inclusive of all methods that reduce the subluxation misalignment factors, and which are based upon specific and acceptable principles of subluxation reduction. The adoption of this policy statement gives direction to the corporation, and forms the basis upon which any technique will receive attention and approval from NUCCA.
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The subluxation and its removal is the basic tool of chiropractic. NUCCA invites all chiropractors to join with them in the furtherance of the restoration principle, and in the belief that, as chiropractors, their duty to the patient is concerned with this principle.

The late Dr. Ralph Gregory of Monroe, Michigan, in his organizing of the National Upper Cervical Chiropractic Association in 1966, envisioned a non-profit organization dedicated to a mechanical science that is apodictic to what chiropractic should be. Since dealing, in part, with solid structures, the laws of physics and mathematics must form the significant basis of spinal care.
Mathematical formulas can be derived from properly taken cervical radiographs. These formulas tell the doctor how to place the patient on the side-posture adjusting table. In addition, after analyzing these radiographs, the doctor knows the direction the atlas has misaligned in relationship to the condyles and the lower cervical vertebrae.

With this knowledge, the proper adjustment—direction and torque—can be delivered to the atlas transverse to align the head and neck to the vertical axis of the body. The pisiform of the wrist is used to contact the patient’s atlas transverse process, which is used as a lever to move the head and neck. With the proper balancing and control of the doctor’s body and arms, an adjustment can then be delivered with very little depth to the patient. A reflex takes place that unlocks the atlas subluxation. There is a force behind the adjustment of up to 23 lbs., but with very little depth; the patient does not feel the adjustment.
The high blood pressure research project, recently published in the May 2007 issue of the Journal of Human Hypertension, demonstrated, in a medically instigated and scientifically controlled research project with a subject group of 50 patients (all adjusting done by this author), that there is a science to chiropractic.

A brief review of the results reveals the following:
1. The systolic readings dropped seventeen points.
2. Eighty five percent of the patients only needed one [NUCCA] National Upper Cervical Chiropractic procedure adjustment. Their one adjustment lasted at least two months. When the neck and head relationship is balanced by the reduction of the atlas subluxation complex [ASC] there is no need of additional adjusting.
3. Pre to Post Cervical radiographic1 analysis in these cases demonstrated: an average atlas misalignment of 2.17 degrees off the central skull line in the frontal plane reduced by adjustment to .22 degrees; atlas rotation in the transverse plane was an average of 1.29 degrees, and reduced to .19 degrees; the seventh cervical was off the patient’s vertical axis when standing, and was reduced to zero.
4. When the patient was standing in a posture constant, the pelvic tilt averaged 3.7 degrees in the frontal plane, reducing to zero post adjustment, and pelvic torque showed a two degree rotation in the transverse plane before the NUCCA adjustment, reducing to .3 degrees post adjustment.
Another part of the standing patient examination that was not covered entirely in the published article was that the shoulders were also leveled, and the torque differential between the shoulder girdle and the pelvic girdle was reduced. They had a perfectly balanced spine. This was determined, during the research project, with the use of the new Dickholtz laser light spinal analyzer.2 This torque could be the first indication the patient has an atlas subluxation complex syndrome, or the last indicator that there is still part of the subluxation present.
Until the stressor at the brain stem level is removed, the spine will be distorted. A partial reason for this has long been known3—the facilitators and inhibitors of the muscles of the body lie within the central reticular formation of the brain stem. If there is a stressor at the brain stem, the muscle will be contracted more on one side of the body than the other. The pelvic girdle is then distorted in three planes.
Serious discussions in the field of chiropractic have been engaged in about pinched nerves and dentate ligaments, which have possibly overshadowed the importance of numerous other sensors of different types, especially in the cervical region. It is this author’s opinion that the sensors are more to be considered than the former. This is why the chiropractor must realize that he works with very small details.

In one third of the cases there is only three quarters to one degree laterality of the atlas. With precisely aligned X-ray equipment and very sharp radiographs these small subluxations can be measured. Knowing the correct misalignment factors is paramount to having the proper direction of forces with which to reduce the atlas subluxation. This takes into account the atlas laterality, the tilt of the head, the twist of the atlas in the transverse plane, and the lower cervical vertebrae as they relate to the vertical axis of the body.
The atlas is the only vertebra you can move with relative independence, there being no boney interlocking mechanism. This is used as a lever system to move the head and neck to the patient’s vertical axis, and to reduce the twisting of vertebrae in the transverse plane.
There is one more test that was not mentioned in the research paper, which was recorded in this project, namely, the supine leg check. All fifty subjects in the research had hip distortion, with leg length inequality (LLI) when in the supine position. All adjusted subjects were post-measured with even leg lengths (no LLI) in each of the succeeding seven visits over the two months duration. On the other hand, all the placebo group subjects had contracted ilium, and LLI, upon examination during each of the first eight visits. After the conclusion of the main study, the placebo group members were adjusted and, upon examination, each subject presented with balanced spines, and even leg lengths [no LLI] in the supine position.
While we are discussing LLI (leg length inequality) it should be mentioned that there is a simple test to determine the presence of stress to the brain stem. Try the following: Lay the patient down on a fairly hard surface with a small pillow under the head, and wearing a pair of solid shoes. Push on the bottom of the shoes with about five pounds pressure, having the same angle on both shoes which are aligned to the patient’s ears. Then have the patient rotate the head each direction. If there is a stressor at the brain stem level, there will be a movement in the relative length of the legs. With one direction the head is turned, the stressor at the brain stem is reduced and, as it turns the other way, the stress increases. As the stress is decreased, the legs become more even. Once again, this demonstrates a relationship between the upper cervical mechanism and the brain stem’s control of the muscle balance of the whole body.
The central nervous system is not the only nervous system that is affected by an atlas subluxation. In a previous research project by this author on chronic fatigue syndrome, a board certified psychiatrist stated that the correction we gave was affecting brain chemicals. He correlated the subject’s positive changes in brain chemicals, which gave rise to the positive changes in their symptom pictures. The Rand 36 questionnaire was used in that study, demonstrating improved health in all eight categories, including mental. This will be published as a pilot study.
The whole point here is: an atlas subluxation complex (ASC) syndrome is very, very, encompassing. The National Upper Cervical Chiropractic Association (NUCCA) holds two large seminar conventions each year, in the Spring and the Fall, inviting all to attend who wish to begin study of this specialty, or to increase their knowledge and skills in this demanding field. The NUCCA website is a wealth of reading, audio and visual information, found at www.nucca.com. In addition, the research arm of NUCCA, the National Upper Cervical Research Association (NUCCRA), the research board tasked with protocols and research, maintains a research site for funding purposes and study, at www.nuccra.org or http://www.uppercervicalresearchfoundation.com.
Dr. Marshall Dickholtz Sr. can be contacted at 3420 W. Peterson Ave., Chicago, Illinois 60659. Email
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, or visit
References:
1. Dr. Ralph Gregory: The first concern in the problem of motion in the subluxation system concerns the forces that the vertebrae exert on each other—internal forces. Given the forces, we seek to know the manner in which the vertebrae move under the action of the forces. This is the subject matter of mechanics proper and, incidentally, one of the reasons why we post X-ray every case immediately after the first adjustment to learn how the vertebra that were displaced, as seen in the pre X-rays, moved under the external force of the adjustment.
2. This was invented by Mrs. Mary Ann Dickholtz.
3. Magoun, H.W. 1968 Brain Stem, Encyclopedia Brittanica Vol. 4; Steindler, A 1955 Kinesiology of the Human Body. Chas.C; Well, K. 1955 Kinesiology, 2nd Edition W. B. Saunders Company.
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