The impact of oral health promotion efforts is hampered by a predominant focus on individual behavior and clinically oriented prevention, which addresses only a narrow part of the complex systems that influence oral disease outcomes. This article applies systems thinking to reorient oral health promotion toward deeper structural and societal determinants. The Action Scales Model (ASM) is introduced as a practical framework that distinguishes 4 interconnected levels at which action can be taken: events (what is happening), structures (how the system is organized), goals (what the system is set up to achieve), and beliefs (the assumptions and values that legitimize those goals and structures). Using the ASM, the oral health care and public health systems are examined to reveal where current efforts are concentrated and where opportunities for transformation lie. Most activity remains at the event level, where behavior change programs and treatment‑oriented care dominate. Structural features, such as financing mechanisms, workforce organization, and weak integration of oral health within public health systems, reinforce this narrow focus. At deeper levels, prevailing goals and beliefs continue to emphasize individual responsibility and market‑driven delivery rather than equity, prevention, and societal well-being. Meaningful system change requires shifting these underlying goals and beliefs, reframing oral health as a socially determined outcome and therefore a collective responsibility. While the ASM cannot fully capture complex realities, it offers a useful methodological framework to support reflection, dialogue, and more coherent system‑level action in oral health promotion.
Duijster et al. (Wed,) studied this question.