The reason we are making no progress in solving the problems of health care is that we are stuck in the wrong paradigm. We can either plan by only paying attention to isolated parts of the problem, as we currently do, or we can include as many aspects as possible, which requires a change in how we think about the world. Systems Thinking is the only discipline that includes all aspects of a problem in planning. This book specifically deals with some of the more important aspects of the health care system and the ways they are dysfunctional. Examples are the assumptions we make about health care and how it works, the complexity of the medical consultation as a socio-cultural event, the use of industrial quality principles to reduce inefficiency, waste and cost, the design of health care Information Systems, and so on. No strategic plan can be implemented without overcoming barriers to change. The barriers in health care are particularly high and strong leadership will be critical to overcome them. The absence of leadership, vested interests, the lack of Information Systems, and apathy may all conspire to make a Systems solution to the health care problem fail. That would be a pity and great opportunity lost.