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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 hospital's 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. Making Rapid Response Real discusses a study that identifies
several reasons why people in organizations resist this kind of
change, and offers recommendations for how leaders can fuel
successful adoption of an innovative practice. Applying ideas from
sociology and psychology to a management context, Jason D. Park
offers research-driven insights for managers in a variety of
implementation situations.
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