After Restructuring

Managing Change An in depth treatment of organizational change in hospitals. AfterRestructuring provides a mother-lode of insights and lessons thatwill be mined for years. A must read for all those committed toimproving hospital performance in a radically changing health caresystem. --Stephen M. Shortell, Blue Cross distinguished professor of healthpolicy and management professor of organization behavior, School ofPublic Health, University of California, Berkeley After Restructuring debunks the myths surrounding hospital changeand offers insightful and practical recommAndations for successfulrestructuring. This valuable book is based on the work of a team ofhealth services researchers headed up by Thomas Rundall, directorof the Center for Health Management Studies at the University ofCalifornia, Berkeley. The book reports the results of a three yearstudy of nine hospitals, an unaffiliated group of facilities inurban, rural, and suburban regions that received funding from TheRobert Wood Johnson Foundation and the Pew Charitable Trust torestructure patient care processes. The authors present a framework for understanding organizationalchange and define the principles that guide change facilitatorsthrough the five stages of change--readiness to change, awarenessof the need to change, identification and selection of changes,implementation, and institutionalization of changes. The standardsderived from the change experiences of these hospitals provideimportant best practice guidelines.

"An in-depth treatment of organizational change in hospitals. AfterRestructuring provides a mother lode of insights and lessons thatwill be mined for years. A must-read for all those committed toimproving hospital performance in a radically changing health caresystem." --Stephen M. Shortell, Blue Cross of CaliforniaDistinguished Professor of Health Policy and Management; professorof Organization Behavior, School of Public Health, University ofCalifornia, Berkeley "Unusual in its sensitivity to clinical and managerial agAndas,this book demonstrates how hospital re-engineering principles canempower caregivers to improve hospital performance. Anyone hopingto change hospitals, or expecting to be affected by hospitalchanges, should read this book." --Linda H. Aiken, director, Centerfor Health Services and Policy Research, University ofPennsylvania "I would recommAnd this pathbreaking book to any health careexecutive, manager, physician, nurse, and anyone who is working toimprove the performance of health care organizations." --Mary A.Pittman, president, Health Research and Educational Trust

THOMAS G. RUNDALL is the founding director of the Center for Health Management Studies at the University of California at Berkeley and professor and director of the Graduate Program in Health Services Management at the University of California at Berkeley. DAVID B. STARKWEATHER is professor emeritus of Health Services Management at the School of Public Health at the University of California at Berkeley. BARBARA R. NORRISH is a graduate of the doctoral program in Health Services and Policy Analysis at the University of California at Berkeley.