By examining the conversations that make up day-to-day organizational life, we can understand and improve organizational processes and outcomes. The value of this communication-constitutive view of organizing is especially apparent in health care. Conversations among managers and providers influence the administration of health care organizations (Iedema, Degeling, Braithwaite, & White, 2003). Conversations among providers within multidisciplinary teams are related to the productivity, cohesiveness, and effectiveness of the teams (Poole & Real, 2003). Conversations among managed care organizations and providers shape how they see the practice of medicine (Barbour & Lammers, 2007). Moreover, conversations among providers and patients can affect even healing itself (Street, Makoul, Arora, & Epstein, 2009). Given the recent struggles of policy makers in the United States to reform the U.S. health care system to balance issues of quality, access, and cost (see a discussion of this trilemma in Conrad & McIntush, 2003), understanding and managing these conversations well has ever-increasing practical relevance. This relevance is especially clear given that any restructuring of health care will certainly have unanticipated consequences for the day-to-day provision and management of care. Understanding and accounting for the institutional moorings of such conversations will help address important and persistent challenges in health care, and communication and management scholars should attend to how individuals use institutional logics to communicate and to adjudicate the effectiveness of communication strategies. It is not surprising how often researchers investigate professional, technical, and knowledge work processes in health care contexts. The prevalence of