{'fraction_non_alphanumeric': 0.02093244529019981, 'fraction_numerical': 0.0, 'mean_word_length': 5.787096774193548, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Introduction: Healthcare Restructuring

Healthcare systems throughout the industrialized world have undertaken significant restructuring in an effort to cut costs while maintaining high levels of patient care. This has proven to be a challenging task. Earlier evidence from the restructuring and downsizing of private sector companies indicated the emergence of a number of organizational difficulties (rigidity, centralization) as well as survivor syndrome, a constellation of negative attitudes and behaviors (e.g., anger, apathy, low morale, cynicism) that persisted over many years. Financial data from the private sector indicates that in about half the case studies of restructuring and downsizing examined, the financial objectives for these initiatives were not realized. It is reasonable to conclude from this that organizational restructuring, downsizing, and retrenchment is a complicated and demanding change unlikely to be carried out without some distress. Why should one expect that the experiences of hospitals should be any different?