Organisations are not just groups of people with individual habits. They develop their own habitual routines: patterns that govern how meetings run, how information is shared, who gets listened to, and what gets ignored. Duhigg studied Rhode Island Hospital, where surgeons and nurses were locked in a power struggle that had disastrous consequences. Surgeons routinely ignored nurses who pointed out potential errors, because the institutional habit said surgeons had authority and nurses did not question them. Multiple preventable deaths resulted. The hospital eventually changed not by trying to change people's attitudes directly, but by changing the routines. New protocols required nurses to verbally confirm key information with surgeons before proceeding, making it a structural requirement rather than a power contest. Duhigg's key insight about organisational habits is that they tend to be most changeable during a crisis. Crisis disrupts the old routines' authority: people stop automatically doing what they always did because clearly what they always did is not working. This creates a window to install new patterns before the old ones reassert themselves.