I also began to wonder if we should actually be proud that health care organizations are “traditional”.   Traditions can be good, they can provide safety, a sense of security.  Traditions can also be inherited, established, or customary.  Traditional organizations often a characterized as “old school”, and non thinking outside of the box, set in old ways of doing things, and not open to new ideas that often can bring great benefit.

Tom Peters, in his book Talent, Develop It, Sell It, Be It-states command-and-control management “leadership” from on high… is obsolete.  New leadership draws on a new skill set-the hallmarks of which are improvisation and inspiration.  He then goes on to describe crucial guidelines for reinventing a business and transform the way we work.

I consider myself to be a change agent, or change artist, architect, or other catalyst for moving organizations forward with the use of information technology.  What does this mean in working within “traditional organizations” made up of  “traditional thinking”?   I believe it means that I have to be an even more effective communicator and strategist.

Another key question is what does it mean for the staff at the organizations that are consider themselves to be “traditional”?  Are these organizations even aware that others characterize them as “traditional”?  Is this a question that we should be asking on our organizational surveys?  Do you consider this organization? your department? your manager? to be “traditional” ?  Then why? Do you consider this positive or negative?