[Do's and don'ts in the establishment of an integrative medicine service in the public health care system--challenges and insights].

Although gratifying, it is somewhat misleading to describe the progress made in recent years in the field of integrative medicine just by counting the number of new programs established. This count, albeit ever-increasing, represents only one facet of the complex challenge that should concern us all--the development of a better healthcare system. In the real field, other rules apply. It is not sufficient for new integrative medicine services to survive or even to thrive if this is done in parallel to, or worse off in disconnect from, conventional medicine. The two systems, complementary and alternative medicine (CAM) and allopathic medicine, must collaborate in harmony for the sake of synergy. In order for that to happen, careful prior planning that addresses the multiple interests of the various stakeholders is warranted. This paper describes five key challenges and insights [institutional acceptance, Leadership support, the day after, the human factor, and program evaluation) gained from establishing an integrative oncology section within a tertiary academic medical center in Israel. It includes practical advice and useful tips in the form of do's and don'ts with the hope that these pearls would help others to estabLish and develop their own integrative medicine programs within the unique context of their hospitals and healthcare systems.