The largest project on which I worked in college was an analysis of a regional medical group made up of several clinics. It was a daunting process that the three of us working on the project took very seriously. We dug into every facet of the organization that their leadership would allow. We looked over financials, toured several offices, surveyed the staff (including doctors), observed the work environment and waiting rooms, and surveyed the patients.
When we finished with the draft conclusions, we had the opportunity to present our conclusions and recommendations to their senior leadership team. I remember the overall attitude of the medical group leadership regarding our recommended changes. They resisted every last one of our recommendations, even though each of them was supported by significant survey results and financial analysis. Although we expected there would be some resistance, we had no idea how entrenched in familiar but unproductive routines this organization had become over time. They were simply unwilling to change.
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