When I arrived at Scutari during the Crimean War, the military medical establishment did not want me there. They did not want my nurses, my methods, my questions. Soldiers were dying at appalling rates — not primarily from wounds, but from infections caused by filthy conditions that the system refused to acknowledge. I changed that system. Here is how. First: Collect evidence. Not opinions, not impressions — data. I counted deaths. I categorized causes. I created statistical diagrams that even resistant generals could understand. When I showed them that soldiers were dying from preventable infections at ten times the rate of battle wounds, they could not argue with numbers. Second: Work within channels until channels fail. I wrote reports through proper bureaucratic processes. I cultivated allies in Parliament. I gave the system every chance to reform itself. Only when it refused did I take my case to the public. Third: Be relentless. The forces defending the status quo will wait for you to tire and give up. You must outlast them. I worked myself to exhaustion, nearly to death. I do not recommend this, but I do recommend this: Do not stop. Every reform faces a moment when it seems impossible. Push through that moment. Fourth: Make it about the cause, not yourself. I did not seek fame or credit. I sought better care for soldiers. When you are clearly motivated by the mission rather than personal gain, people trust you more and resist you less. Fifth: Accept that you will make enemies. The people who benefit from the system`s failures will fight you. Some will hate you personally. This is the cost of change. Pay it. Systems change when the cost of staying the same exceeds the cost of changing. Your job is to make that calculation clear.