Following a kitchen outsourcing in a hospital in Tehran, Iran, some purposeful replacements were made which turned out to generate significant outcomes. After two years, the researchers, in collaboration with the hospital authorities, designed a Soft Systems Methodology (SSM) in the form of a mixed-method action research (AR) in order to: (1) find out the actual initial problems, (2) discover the details of the actual planning and implementation processes, and (3) assess and evaluate the actual impacts of the transformations. Several open unstructured interviews were conducted followed by subsequent semi-structured interviews with 12 informed hospital staffs. To provide triangulation, some quantitative methods were also employed. The evaluating indicators were derived from analysis of the interviews, the Hospital Information System, and the Nationwide System for Hospital Accreditation Management. The indicators were matched with the hospital’s strategic goals using Balanced ScoreCard and Pivot Tables. The qualitative findings revealed the hospital’s initial problems which basically comprised shortage of space in dealing with Endourology and day care patients and problems with food provision and distribution. Due to the renovations, appropriate spaces were provided for the sections although some new complications were created. The quantitative findings showed significant growth in income, bed productivity, patient discharge rate, and education effectiveness with reduction in patient complaints and food leftover; chiefly suggestive of fulfilment of the hospital’s strategic goals. To help novice managers learn about change administration, worldwide leaders are recommended to circulate their fruitful renewals particularly with the comprehensive SSM they have employed.

在伊朗德黑兰的一家医院进行厨房外包后，进行了一些有目的的更换，结果产生了显着的结果。两年后，研究人员与医院当局合作，以混合方法行动研究 (AR) 的形式设计了一种软系统方法论 (SSM)，以便：(1) 找出实际的初始问题，( 2) 发现实际规划和实施过程的细节，以及 (3) 评估和评估转型的实际影响。进行了几次开放式非结构化访谈，随后对 12 名知情的医院工作人员进行了半结构化访谈。为了提供三角测量，还使用了一些定量方法。评价指标来源于访谈分析、医院信息系统、和全国医院认证管理系统。使用平衡计分卡和数据透视表将指标与医院的战略目标相匹配。定性调查结果揭示了医院最初的问题，主要包括处理泌尿外科和日间护理患者的空间不足以及食物供应和分配问题。由于翻修，尽管产生了一些新的复杂因素，但为这些部分提供了适当的空间。定量研究结果表明，收入、床位生产力、患者出院率和教育效果显着增长，患者投诉和剩余食物减少；主要暗示实现医院的战略目标。为了帮助新手管理者了解变革管理，