ArticlesA Case Study of Organizational Decline Lessons for Health Care OrganizationsCrow, Stephen M. BS, MS, PhD; Hartman, Sandra J. BS, MS, PhDAuthor Information Department of Management, University of New Orleans, La. Corresponding author: Stephen M. Crow, PhD, Edward G. Schlieder Endowed Chair of Healthcare Management, Department of Management, University of New Orleans, Lakefront, New Orleans, LA 70148. The Health Care Manager: July 2003 - Volume 22 - Issue 3 - p 256-264 Buy Abstract This case study reports on an organizational decline situation involving a historically well-known and respected professional organization outside the health care field, with the intention of pointing to several implications for health care. We begin by discussing the results of a survey that involved both members of the organization and “outsiders.” Our primary finding, both in the survey and in presenting the results to the membership, was that while those outside the organization preceived the organization as increasingly irrelevant and in decline, those inside it reacted with defensiveness to “meddling by outsiders.” We then reviewed the literature on decline, with emphasis upon important findings by Guy,1 to further understand our results and to make recommendations. We then turn to the situation in health care organizations and point out why some organizations may be at risk and conclude with a series of recommendations with emphasis on health care. © 2003 Lippincott Williams & Wilkins, Inc.