In this, our newest whitepaper, we identify real world levers that are available for real world, lasting change. For example, the role of the CEO – a role which is “frequently carried out as a facilitator between Board Committees and the physician staff of the hospital.” In the case of Harrington, CEO Ed Moore took a different stance. He made demands of the entire community, administration, clinicians, the Board itself, that they achieve a better outcome than historically seen. He backed up his stance with action (removing the change resistors) and he personally attended to the details using frequent meetings to assess progress and remove barriers.
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