ABSTRACT
In the previous chapters, we noted that half of the healthcare process improvement projects we surveyed failed to meet their objectives and maintain gains. Despite the reasons managers gave for poor project results, creating change in an environment that is not prepared for change is the ultimate culprit. We are not talking about the softer skills, such as organizational readiness and acceptance of change management principles and techniques. We contend that making changes to an ever-changing and poorly understood combination of dynamic processes can only result in failure.
