O f the more than $3.3 trillion dollars spent annually on health care in the USA, less than 0.1% currently goes towards research designed to improve how we deliver health care.1, 2 Increasing the effectiveness and efficiency of health care delivery has implications not only for our overall economy and health care spending, but also for the longevity and quality of life of our citizens.Improving the way health care is delivered can sometimes be perceived as a haphazard endeavor with awkward overlap between quality improvement (QI) and traditional research. QI approaches typically seek to implement previously established, evidence-based practices using learning cycles and other process change techniques originally developed for business management (e.g., Plan-Do-Study-Act, Lean).3, 4 Traditional research applies rigorous but time-consuming methods to create new knowledge through hypothesis-driven discovery. While there is frequent overlap between these two approaches when it comes to new strategies for care delivery, they often differ in their sources of funding, generalizability to other health care settings and patients, and their authority to change current health care system workflows.A study published in this issue of JGIM underscores some of the challenges faced by researchers working within this current health care delivery landscape.5 Ryskina et al. attempted to reduce over-ordering of routine lab tests (e.g., CBC, BMP) among hospitalized patients, a ubiquitous problem with significant implications for both hospitalization costs and patients' hospital experiences. 6 This problem is an excellent example of the need to conduct innovative research in how we deliver health care: Over-ordering of routine labs (and the cascade of subsequent work-ups that can follow spurious results) has multimillion-dollar implications for our health system and addressing this problem is one of the Society of Hospital Medicine's five Choosing Wisely campaign recommendations. could help curb over-ordering. This hypothesis was based on compelling evidence from the published literature.7 They conducted a single-blinded, two-arm randomized controlled trial testing the hypothesis that providing a single Bdose^of social comparison feedback would improve lab ordering practices in the hospital setting. Resident physicians on a general medicine service team (each with two interns and one resident) were cluster-randomized to receive an emailed summary of their routine lab ordering behaviors during the prior week, along with information on the average ordering behaviors of other resident physicians on the general medicine service. This email also contained a link to a continuously updated personalized dashboard that had additional, patient-level details pulled from the electronic medical record.The 12-week intervention period was divided into six twoweek blocks. During each block, three of the six general medicine teams were randomized to the intervention arm. Resident physicians in the intervention group received feedback at the beginning...