Presentation on theme: "MLAB 2360 CLINICAL I Pillars of Professionalism. Professional: What Does it Mean? Exhibiting a courteous, conscientious and business-like manner in."— Presentation transcript:
MLAB 2360 CLINICAL I Pillars of Professionalism
Professional: What Does it Mean? Exhibiting a courteous, conscientious and business-like manner in the workplace Courteous: follow the golden rule Conscientious: Be prepared, do quality work Business-like: behave appropriately, present yourself well
Why is Professional Behavior Important? Creates a sense of trust and safety among patients and co-workers Promotes confidence in the facility Creates an positive, uplifting and optimistic environment
What’s in it for me? You will be treated with respect and courtesy You will be perceived as prepared, effective and worthy
Professional behaviors Workers are considered professional when they do certain tasks and refrain from doing other tasks Time & Place for Everything Personal calls, cell phones, making appointments Personal Use of Supplies & Equipment Computers, copy machines, printers, etc. Discussing Personal Problems Discussing Medical Conditions Borrowing & Lending Money Soliciting
Professional Development Develop your “person” Join ASCLS and/ or ASCP Create a resume to track your accomplishments Attend continuing education seminars Participate in lab week
Professional Development Serve the Community Be a lobbyist for licensure Recruit in the high schools Participate in health or wellness fairs Volunteer in community clinics Donate blood
TACLS: Your State Society Strength in numbers with licensure initiatives and other legislation (loan forgiveness, scholarships, etc.) Networking Continuing education: Annual Meetings 2012: TACLS Annual Meeting in Austin at ACC and <$50 registration fee. 2012 ASCLS Convention in Houston in July Inspiration Discounts
Integrity Accountability Responsibility If you make an error, own up to it Pre-analytical errors Follow through Initiative Ask for Help
Pillars Punctuality Attendance Trust Operations depend on their workforce Don’t take advantage of your co-workers
Pillars Attention to Detail Strive for zero errors Be on alert for preanalytical, analytical and postanalytical phases of testing
Pillars Customer Service Co-workers, patients, doctors and other facility employees are our customers Treat every customer as you would like to be treated
Pillars Organizational Skills Learn how to prioritize Speed will come with experience Develop a routine and stick to it
Pillars Communication Elements Verbal: word choices, vocabulary Vocal: volume & pace, tone, emphasis, inflection Visual: facial expression, body language/posture, appearance
Communication Tips for Success Chose appropriate times Reduce/ Eliminate barriers Create a positive environment Use various delivery mediums Provide a precise message Sender Check for understanding Listen React with eye contact, nods Receiver Respond by acknowledging, ask questions
Creating a Positive Environment Just because “we have always done it this way” does not mean a behavior is acceptable Creating a positive ripple: You must be willing to identify and stop tolerating/ enabling what is not working. You should do the right thing even though it may be unpopular Use initiative to teach others to do the same
How Can You Be a Positive Force in the Workplace? Observe yourself in action Stop being negative Learn to respect people’s humanity and their right to be by themselves Recognize negativity around you Speak up Make conversations constructive Offer praise
How does one act ethically? How do I know if I am ethical? What should I do if I find practices in my lab are not passing the ethical test?
Ethics What is “ethics”? According to the American College Dictionary, “ethics” means: 1. The principles of morality, including both the science of the good and the nature of the right 2. The rules of conduct recognized in respect to a particular class of human actions, as in “medical ethics” 3. Moral principles, as of an individual 4. The science of the human character in its ideal state
Ethics All of us have values even though we may not know it or admit it to ourselves. Sometimes our values don’t make themselves apparent until we are confronted with a tough issue or decision.
Ethical Violations Lying or Distorting facts Blaming others for one’s mistakes Taking credit for others work HIPPA violation Abusing sick time Borrowing supplies
Most professions have established a Code of Conduct or a Code of Ethics for people in the field Example: Doctors take the Hippocratic Oath, Nurses take the Florence Nightingale Oath The American Society for Clinical Laboratory Sciences has established a Code of Ethics for clinical laboratory professionals. It can be found at
The ASCLS Code of Ethics basically states that all laboratory professionals have: I. Duty to the Patient II. Duty to Colleagues and the Profession III. Duty to Society
ASCLS Pledge to the Profession As a clinical laboratory professional, I strive to: Maintain and promote standards of excellence in performing and advancing the art and science of my profession Preserve the dignity and privacy of others Uphold and maintain the dignity and respect of our profession Seek to establish cooperative and respectful working relationships with other health professionals Contribute to the general well being of the community. I will actively demonstrate my commitment to these responsibilities throughout my professional life.
The ASCLS Code of Ethics and Pledge to the Profession can serve as a “moral compass” to guide clinical laboratory professionals in their jobs and even in their interactions with friends and family. Decision-making can be tough in any situation, but particularly tough when you are a recent graduate or when you are the only person working in the lab when a decision is needed.
Value-Based Decision-Making Model 1. State the problem: 1. Is it an ethical problem or a situation with an ethical component 2. Identify the ethical concerns (i.e. legality) 3. Identify who is affected 4. Collect additional information 1. Solid proof, document the facts 5. Identify resources available- who to contact 6. Look for alternative solutions- consider side effects 7. Decide how the solution should be implemented 1. Frame a choice from the possible alternative solutions and compare it with personal or professional values 2. List the short and long term consequences of the choice.
Example of using the Value-Based Decision- Making Model The Lead MLT is the only staff person left in the lab on a Saturday evening. Two technicians arrive for the midnight shift. One of the technicians seems to be under the influence of something; her gait is unsteady and her speech is slurred. What would you do?
Example of using the Value-Based Decision-Making Model (cont’d) Using the Decision-Making Model outlined on previous slide, this is what the Lead MLT decided: 1. The problem is that this midnight tech might be drunk or under the influence of some drug and her ability to function may be impaired. 2. The Lead MLT values excellent patient care and accurate laboratory testing. He also values maintaining a good working relationship with the midnight tech and her friendship. Too, he values his free time and a good night’s sleep.
Example of using the Value-Based Decision- Making Model (cont’d) 3. The Lead MLT could: A. Stay for a double shift, assigning the midnight MLT to harmless tasks B. He could warn the other midnight tech about this possibly impaired MLT, leave, and hope for the best C. He could call his supervisor for a decision D. He could ignore the situation and hope for the best
Example of using the Value-Based Decision- Making Model (cont’d) 4. This Lead MLT chose alternative D (ignored the situation and hoped for the best). He decided that his friendship with this person and maintaining a good working relationship with her, along with wanting his free time and a good night’s sleep, was priority.
Example of using the Value-Based Decision- Making Model (cont’d) 5. Short-term consequences of his decision include: A. The Lead MLT could go home and not work a double shift. B. His supervisor would not have to be disturbed. C. The impaired employee could work with no reprimands. 6. Long- term consequences are that laboratory errors could affect patient care.
Example of using the Value-Based Decision- Making Model (cont’d) Is this the decision you would have made? Maybe, maybe not. It is difficult to know until you are actually in that situation.