The need for drawing up a change management model which takes into account the specificity of medical facilities and makes it possible to overcome mental and organizational barriers is beyond doubt. The legislative dynamics, multiplicity, diversity and sometimes contradictory requirements imposed on medical institutions (on the part of: patients, competitors, suppliers, the government, the payer, insurers, etc.) constitute a vital incentive to standardise the change management process. A lack of well-thought-out mechanisms of implementing changes results in the creation of bogus solutions damming bureaucratic absurdities. Maintaining elementary rules of change management logic, a sequence of actions supported by the right motivation as well as communicating benefits significantly increase the likelihood of a successful implementation, thereby building an atmosphere of openness and communication. The change management model proposed to medical facilities is universal. However, in the case of medical facilities, due to their specificity, the mentality of the personnel, repeated organizational failures, specific steps as part of the process are of fundamental importance. They determine the success of the implementation of changes. In order not to commit elementary errors while creating the model, it is necessary to obtain the answer to the question what the basic mental and organizational barriers accompanying the change management process are. The knowledge ought to be transformed into systemic solutions, which should then be skillfully weaved in the model and applied with unrelenting consistency.

Key words: change management, mental barriers, organizational barriers.