This book discusses the reasons why doctors and nurses might be reluctant to make use of Rapid Response Teams (RRTs), which provide critical care in hospitals, in spite of the possible benefits. This book offers recommendations for how leaders can fuel successful adoption of an innovative practice.
This book discusses the reasons why doctors and nurses might be reluctant to make use of Rapid Response Teams (RRTs), which provide critical care in hospitals, in spite of the possible benefits. This book offers recommendations for how leaders can fuel successful adoption of an innovative practice.
Jason D. Park graduated with honors from Harvard University in 2006, earning a bachelor's degree in sociology. His senior thesis, Making Rapid Response Real: Change Management and Organizational Learning in Critical Patient Care, received Harvard's Albert M. Fulton Prize, which is awarded annually to the student who submits the "best thesis in the field of sociology." Jason currently resides in Chicago, Illinois, where he is pursuing an M.B.A. at the University of Chicago Booth School of Business and working in operations management for McMaster-Carr, a leading industrial distribution firm.
Inhaltsangabe
Chapter 1 Figures Chapter 2 Preface Chapter 3 Acknowledgements Chapter 4 1. Introduction Chapter 5 2. Change Management and Organizational Learning Chapter 6 3. Research Design and Methods Chapter 7 4. Findings Chapter 8 5. Calling the RRT: Individual Adoption Chapter 9 6. Social Implementation: Organizational Adoption Chapter 10 7. Conclusion Chapter 11 Final Thought Chapter 12 Bibliography Chapter 13 Index Chapter 14 About the Author
