Making Rapid Response Real Change Management

Rapid Response Teams (RRTs) are a recent innovation in hospitals that makes critical care teams available to a nurse within seconds. When these teams function properly, studies have shown that they can reduce a hospitals mortality rate by almost forty percent. Yet, in spite of the possible benefits, doctors and nurses at hospitals that have committed to adopt RRTs can be reluctant to do so.

Jason D. Park graduated with honors from Harvard University in 2006, earning a bachelors degree in sociology. His senior thesis, Making Rapid Response Real: Change Management and Organizational Learning in Critical Patient Care, received Harvards 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.

Figures	p. ix
Preface	p. xi
Acknowledgements	p. xiii
Introduction
The Best We Can Do?	p. 2
Rapid Response Teams: An Innovation in Patient Care	p. 3
The Study	p. 7
Change Management and Organizational Learning	p. 9
Organizational Change	p. 9
Organizational Learning	p. 12
Summary	p. 17
Research Design and Methods	p. 19
Research Sites	p. 20
Data Collection	p. 22
Interviews	p. 22
Observation	p. 25
Archival Data	p. 25
Data Analyses	p. 26
Categorical Analysis	p. 26
Quantitative Content Analysis	p. 27
Comparison of Hospital Demographics and Change	p. 27
Categorical Analysis Revisited	p. 28
An Initial Model	p. 30
Findings	p. 33
RRT Calls	p. 33
Observable Changes	p. 33
Intuition	p. 34
Assistance	p. 35
Political Leverage	p. 36
Benefits	p. 36
Faster Care: Expanding Recovery Windows	p. 36
Job Security	p. 37
Resistance	p. 38
Role Change: Individual Triage ? Group Intervention	p. 38
Occupational Territory and Status	p. 39
Organizational Learning	p. 40
Frontline Learning	p. 40
Administrative Learning	p. 42
Cultural Change	p. 43
Cultural Integration of RRTs	p. 43
Beyond the RRT	p. 44
Summary	p. 44
Calling the RRT: Individual Adoption	p. 47
A Model of the RRT Activation Decision Process	p. 47
Positive and Negative Reinforcement	p. 49
The Importance of Managing Perception	p. 51
Negative Reinforcement Revisited	p. 52
Summary	p. 55
Social Implementation: Organizational Adoption	p. 57
Individual Adoption to Organizational Adoption	p. 57
The Macro-Impact of an Individual	p. 57
RRT Activation Revisited	p. 59
Social Implementation: Taking It to the Frontlines	p. 61
Revisiting Instances	p. 62
Cultivating Positives	p. 63
De-Emphasizing Alternatives	p. 64
Creating Events	p. 65
Maintaining Focus	p. 66
Remaining Consistent	p. 67
Summary	p. 68
Conclusion	p. 71
Review	p. 72
Implications	p. 73
Limitations	p. 76
Next Steps	p. 77
Final Thought	p. 81
Bibliography	p. 83
Index	p. 91
About the Author	p. 99
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Making Rapid Response Real Change Management and Organizational Learning in Critical Patient Care

Summary

Author Biography

Table of Contents

Supplemental Materials