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This chapter is from the book


What should be quite obvious throughout this chapter is that the failings of performance improvement in healthcare are no comment on the people, but rather on the methods of change currently in use. People in healthcare, like people in other industries, are smart, hardworking, and creative—but unlike in most other industries they are laboring under change management systems that are antiquated.

The failings of the existing change system are obvious when written in black and white as here, but for some inexplicable reason this is overlooked and the methods are just accepted as the best approach.

The fundamental problem is not the difficulty of making change in health-care; it’s the change model itself.

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