Victorious development of health care delivery in hospitals simply not only depends on the improvements, other than also demands to establish strategies to support those improvements. Equally in the example, Intermountain Health Care (IHC) began to implement protocols for clinical integration, some doctors and nurses opposed the alteration. Brent James, executive director of IHC had gone through a difficult journey to achieve the final destiny by achieving goals and created the opposing people satisfied by reading them the results of the modification in several years.

In spite of being the highly successful organization in the field of providing health services and health insurance; IHC felt the necessity of new medical guidelines to assist the physicians in providing better services to patients and lowering the costs of action. The major aim of departmental managers was to improve quality and performance. In the beginning IHC failed in getting support from all physicians and nurses. The main reasons were the improper distribution of salary structure and that physician’s focuses only to achieve patient care, while the business people focus on the finances of the organization. IHC provided business training to physicians to achieve better patient care and the organization made clinical conditions centered work processes, clinical services supporting processes, patient satisfaction processes and administration support processes as its primary concern which confirmed valuable for the IHC and hold up the organization in developing serious integration strategies.
The main role in the IHC's change management is the modification of the old structure into a new clinical procedure and superiority supportive structure. The development of teams within the organization and providing benefits for the extra time spent finally motivates the physicians, nurses and team members