Abstract
Widespread efforts have been dedicated to patient-centered care throughout the USA, in private healthcare systems as well as public healthcare systems like the Veterans Health Administration (VHA).1, 2 Despite its intended promise, its scientific credibility, and its policy relevance, the successful implementation of patient-centered care has been uneven.3 In this article, we shed light on the uneven implementation of patient-centered care in the VHA and elsewhere and describe how the relational model of organizational change can help.