1. Pillars of Professionalism
MLAB 2360 Clinical I
Pillars of Professionalism

2. 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

3. 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

4. What’s in it for me? You will be treated with respect and courtesy
You will be perceived as prepared, effective and worthy

5. 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

6. 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

7. 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

8. 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

9. Pillars

10. Pillars Integrity Accountability Responsibility
If you make an error, own up to it
Pre-analytical errors
Follow through
Initiative
Ask for Help

11. Pillars Punctuality Attendance Trust
Operations depend on their workforce
Don’t take advantage of your co-workers

12. Pillars Attention to Detail Strive for zero errors
Be on alert for preanalytical, analytical and postanalytical phases of testing

13. Pillars Customer Service
Co-workers, patients, doctors and other facility employees are our customers
Treat every customer as you would like to be treated

14. Pillars Organizational Skills Learn how to prioritize
Speed will come with experience
Develop a routine and stick to it

15. Pillars Communication Elements Verbal: word choices, vocabulary
Vocal: volume & pace, tone, emphasis, inflection
Visual: facial expression, body language/posture, appearance

16. 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

17. 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

18. 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

19. Ethics

20. Ethics 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?

21. 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

22. 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.

23. Ethical Violations Lying or Distorting facts
Blaming others for one’s mistakes
Taking credit for others work
HIPPA violation
Abusing sick time
Borrowing supplies

24. 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

25. 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

26. 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.

27. 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.

28. Value-Based Decision-Making Model
State the problem:
Is it an ethical problem or a situation with an ethical component
Identify the ethical concerns (i.e. legality)
Identify who is affected
Collect additional information
Solid proof, document the facts
Identify resources available- who to contact
Look for alternative solutions- consider side effects
Decide how the solution should be implemented
Frame a choice from the possible alternative solutions and compare it with personal or professional values
List the short and long term consequences of the choice.

29. 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?

30. 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.

31. 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

32. 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.

33. 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.

34. 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.