Abstract
The search for new organisational models to deal with the changes affecting the health sector has found an interesting solution in the reorganization of surgical procedures through the introduction of the Week Surgery/Day Surgery. These two organisational models, taking into consideration the length of stay, allow a differentiation of hospital admission and as a result of interventions and of hospital beds which could help in obtaining more optimal rationalisation of available resources. The case of the Hospital CTO - Maria Adelaide of Turin, one of the first hospitals to have initiated a process of reorganisation with the introduction of these innovations in the surgical area, turns out to be a good example to try to formulate critical considerations on the convenience of the latter, also in relation to the inevitable consequences on the whole organisation, that such a process of change may generate. This paper, after having outlined the main stages of the organisational change that has affected the Turin structure proposes a critical analysis by evaluating the so-called “domino effect”, that is the consequences that the reorganisation in the surgical area has been generating on the whole structure, identifying strengths and weaknesses of the model introduced.