Editorial

In the previous issues of this journal, we have discussed the need for knowledge sharing and research on pathways as complex interventions.1,2 Other papers have also recently been discussing that if we want to use pathways as one of the tools to change the future of health care, the need for continuous learning and understanding of how, when and where pathways were developed, is crucial to understand the effect on the main outcome.3–6 The organization of care processes has been receiving increasing attention from clinicians and managers and many care processes are undergoing change; but although every improvement involves change, not all changes are improvements.7 To know that change is producing improvement, we need information about what is happen-ing.8,9 Different authors have discussed the direct relation