Changes are rampant in the healthcare industry. Some are economically driven while others occur because of revisions in the national health policy, mandates of third party payors to alter reimbursement policies, and efforts of consumers to influence health professional's practices. As a result, healthcare institutions must monitor the quality and the cost effectiveness of their product. Yet, implementing a Quality Assurance (QA) program necessitates numerous changes on the part of all who work within an institution. A healthcare organization's leaders must have the ability to respond rapidly to the domino effects of change. For some institutions, this may mean modifying a long-standing infrastructure, purchasing new biotechnology, reorganizing staffing patterns, or revising management practices. Hence, it is important for health care providers to understand the change process. Likewise, health professionals should be aware of, and anticipate the potential responses to change. Because humans are motivated by different forces, there is need for a repertoire of strategies to address these individual needs. Ultimately, these efforts can facilitate the implementation of change. Overview of the Content: In this submission I will define common terms associated with change theory. This is followed by an overview of Lewin's and Rogers' theories of change. Subsequently, the models are applied to a household innovation (microwave oven). Finally, strategies to implement changes, specifically QA activities, are provided for the reader's consideration. The information herein is useful for management, education, as well as hypothesis development relative to research on change in healthcare.