"Managing transitions," as described by the AACP, focuses almost exclusively on patient-level interventions. Transitions are better understood as a function of individual and community needs as well organizational politics and convenience. Moves often reflect bureaucratic or financial considerations. Permanent housing is generally preferred over transitional housing, although the latter must often be used. In one example, a group of hospital patients, whose ultimate destination was a group home, were discharged to a halfway house, where they received daily training in living skills. Their baseline assessments, however, showed that they all possessed the target skills on the day they moved in. Because of the focus on deficits, patients were given the message that they were inadequate when, in truth, the group home stood empty because the provider organization was engaged in a political battle to acquire permission to use the home as a client residence. Involving those clients in the battle, to the extent that they were capable, might have been empowering and more helpful to their recovery. It is important to recognize the social components of transitions and incorporate them into practice.