Working in the medical field can be a rewarding experience, when you see the patients feeling better, returning to the comfort of their homes and life as they know it. However it can also have its challenges. Working in a medical lab where there is no team work between the various sub-departments causes’ poor patient care and decreased turnaround times. The purpose for this experiment is to create an environment in which the labs sub-departments can work together as a core lab (a team of one). Department leads got together and identified all barriers that they saw and then came up with ways to fix the barriers in order to establish better team work between the sub-departments ...view middle of the document...
In this paper I will state what I believe this change will bring, what inspired me to want to make this change and how I went about bringing this change to the lab.
I believe that working together as a core lab, instead of separate departments within the lab will improve turnaround times, patient care and improve the moral within the lab. “There is a widespread belief that the effectiveness of healthcare teams can be improved by specific training to improve interpersonal interaction and communication” (McCulloch, Rathbone & Catchpole 2011). I truly believe that this is possible if we improve the way in which we interact and communicate with each other.
Is it possible to create a system in which the sub-departments within the lab can work together to form one strong core lab (a unit of one)?
I predicted that if we can create a core lab, then we will be able to decrease our turnaround times and provide better patient care.
Chapter 13 in our textbook written by Bateman and Snell, helped me formulate my idea. The chapter has a section called motivating for performances, and while reading it I decided that we needed some sort of motivation to work together better. Bateman and Snell stated, “A highly motivated person will work hard toward achieving performance goals” (2013), so if we can use that same type of motivation to help bridge the gap between departments and to enable us to learn to work together and not against each other. Then we can achieve better turnaround times and better patient care. Proverbs 27:17 says, “Iron sharpens iron, and one man sharpens another” (New International Version). If we work together, one sub-department will sharpen the other. This will enable us to take pride in knowing that we have worked as a core lab to provide quality patient care. My inspirations for this change was because I wanted my department to live up to our mission by, “Enhancing the lives of children through excellence in patient care, research, and education. So that we can help the doctors make treatment plans faster, so children can heal and return home faster.”
So I sat down with the leads in each department and we set up a day when we could all sit down and discuss how we could improve the team work between the departments. I felt that this was the best way to approach this because, “It has been widely recognized that team performance is crucial to providing safe patient care. Poor coordination among providers at various levels of the organization appears to affect the quality and safety of patient care” (Manser, 2009). We need to be able to improve how we dealt with one another and how we communicated and coordinated or patients care within the lab. We began by noting any barriers that were causing problems between the departments, the top six barriers are list below:
1. The reference lab wants other departments to help them, when they are busy, but don’t want to help anyone else.