was led by multiple change leaders who enlisted an ever-increasing group of supporters. As the articles in this issue show, UHN established a Steering Committee comprised of well-regarded clinical (e.g., physician, nursing and pharmacy) and administrative (e.g., IT, Project Management) leaders, each of whom was well regarded across the organization and respected by his or her most immediate colleagues. This respect had to have been earned previously and maintained throughout the implementation of MOE/MAR. At UHN the case of one Steering Committee member, the Physician-in-Chief, is noteworthy. Everyone involved with MOE/MAR in the early stages recognized that this Chief, as an Executive Team physician leader, had to be seen as a supporter. Unfortunately, he was also renowned for being a computer neophyte (he did not own a computer prior to MOE/MAR). He used this reputation to his advantage, telling his physician colleagues that "if I can do it, so can you." His support was further demonstrated by the role he took introducing members of the MOE/MAR implementation team (e.g., Project Management and IT staff) to physicians across the targeted divisions and asking these physicians to support these team members. Despite supporting MOE/MAR, he also recognized the need to maintain his credibility with physicians. This required showing an appreciation for physician concerns and a willingness to put the brakes on MOE/MAR if necessary. For instance, in a dramatic event, the Chief Medical Resident came to the Physician-in-Chief approximately 10 days into the pilot. The resident convinced him that the pilot was