This paper reports an action research study in which we applied Edgar Scheinís process consultation approach to a cross-functional problem in a large academic teaching hospital. The project task force was charged with investigating a hypothesized effect of poor lab turnaround time on the risk of probable discharges being postponed until the following day, thereby increasing average length of stay and associated hospital operating costs. The tools we used at different stages of our process included group facilitation, interviews, process flowcharts, systems thinking with causal loop diagrams, and what-if analysis with a system dynamics simulation model. Through facilitation of the task forceís work, we were able to reorient each constituent groupís perspective from a parochial to a systemic view, greatly improving the task forceís functioning and chances for successful sustainable improvement.