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.
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