Introduction Various units in hospitals have their challenges and shortcomings. The emergency unit plays a significant role in the performance of a hospital. Due to crowdedness, working in the emergency unit is always stressful and unpredictable. This essay discusses the issue of crowding and proposes a change with a guiding plan. Problem The accident and Emergency unit provides immediate health care for patients with acute, unexpected pain. The staff of this unit has to know how to treat a wide range of illnesses, starting from a simple injury to severe, life-threatening conditions. Due to the nature of an emergency, it is impossible to schedule patients or know how many patients will come. Also, the demand for emergency care seems to be increasing every year, while resources in the unit are insufficient. Therefore, the most common issue in the emergency unit is crowding. It significantly affects the quality of provided health care; patients wait for extended periods and suffer from pain or even die. Nurses and doctors also experience burnout, and their work is less productive. This issue is highly attractive to researchers. A study of Pitts, Pines, Handrigan, and Kellermann (2012) shows that crowding in the emergency department is an annually growing problem in the United States related to poor quality of care. According to several studies, crowding and long waiting hours correlated with patient outcomes, morbidity, readmission, and mortality; researchers also encourage the development of appropriate policies to address this issue (Carter, Pouch, & Larson, 2014; Liu, Hamedani, Brown, Asplin, & Camargo, 2013). Unfortunately, despite a substantial body of research, there is no national consensus on the measures of dealing with crowding in ED. Plan One of the main reasons for crowding is long waiting times, which highly depends on staff management. For example, patients have to wait four hours before a doctor decides whether to admit them. It happens because doctors have to wait for lab results and housekeepers to get the bed ready (Sharon, n.d.). The obvious solution seems to be the reduction of the waiting time in an emergency room. However, since the standardized solution is not established yet, unusual methods can be applied. For instance, the Ontario Ministry of Health and Long-Term Care suggested reducing demands for emergency care through supporting patients with chronic diseases, creating and informing people about other urgent care facilities (“Ontario wait times,” n.d.). Thus, my plan consists of two parts. The first part is addressing the issue inside a specified unit. For example, it could include steps such as assigning one person in a laboratory to do tests for emergency patients only, monitoring and evaluating results daily, etc. The second part is focused on leadership, communication among staff, and communication with society. Thus, my plan would align with the hospital’s mission by decreasing death rates, increasing the quality of health care, and patient satisfaction. It would contribute to the increase of staff effectiveness through leadership and engagement. Communication with society, and showing support to patients would greatly align with