Introducing a new concept of working practice into an organization means that changes must occur to accommodate it. This would lead to organizational changes and could disrupt working patterns. Often, if an organization intends to be competitive, change is required, and unless new ways and methods are developed and introduced, an organization may find itself falling behind and uncompetitive. Benchmarking is one of those concepts that aim to improve working practices and achieve optimal results. Because change can carry negative connotations, it is important to take careful steps to make the change without major disruption to employees who, more likely, would be resistant to a new concept that could threaten their work comfort zone. So, effective communication, team building, offering support and patience while allowing time for adaptation are very important steps in implementing change. A healthcare organization can use the practice of benchmarking by finding healthcare facilities with similar problems, examining their solutions, and employing the practices that have made those institutions successful. They will be able to compare their current situation with that of other institutions providing similar services and who have faced similar problems and developed solutions to become healthcare leaders. Benchmarking is a continuous and systematic process to evaluate products, services and work processes of organizations recognized as representing best practices, for the purposes of organizational improvement. A working definition of benchmarking is benchmarking that focuses on the analysis of predictive and future performance comparisons” (Sarkis, 2001) cited in (Anderson & McAdam, 2004, p.466). The purpose of… at the heart of 'article... the organization'. References: Alba, & Souders, & McGhee, 1994, How Hospitals Can Use Internal Reference Data to Create Effective Managed Care Arrangements, Journal of Health Care Finance, Vol. 21, No. 1; pp. 51, 14Anderson, K & McAdam, R, 2004, A critique of benchmarking and performance measurement: Lead or lag?, Benchmarking: An International Journal, vol.11, No .5 Pp. 465-483 Massey, L & Williams, S, 2006, Implementing change: the perspective of NHS change agents, Leadership & Organization Development Journal, Vol 27 No. 8, pp. 667-681 Mathers, B, 2006, Coping. with modifications: second part, Hospital Doctor, 4 May, ABI/INFORM Trade & Industry, p. 45Stevanovic, V, Feek, C, & Kay, R, 2006, Using routine data to benchmark and measure the performance of public hospitals in New Zealand. , Benchmarking: An International Journal, vol.12, No.6 PP. 498-507