The need for continuous change in pathology and medical laboratory services

In most countries, pathology services have undergone a series of radical reforms, which have impacted on, moulded and manipulated the professions and the diverse set of occupational groups on which they rely. Reorganisation policies have placed considerable emphasis on the need for carefully planned change management and have highlighted the sensitive nature of stakeholder involvement in healthcare delivery of which laboratory medicine is a vital part. Approximately 70% of patient medical management decisions are based on scientific data generated within diagnostic laboratories as part of the healthcare pathway. Within the context of organisations, change presents three major problems, resistance, control, and power. Reform driven changes have led to changes in the work-based tasks and competencies of pathology staff and one strategy that healthcare providers employ to adapt to this dynamic environment is multi-skilling as part of a raft of changes aimed at reducing costs and improving performance, efficiency and competitiveness. This paper identifies the factors, which are crucial in directing the models of change which need to be adopted to deliver the most cost-effective services tailored to meet the needs of patients and the expectations of service users.

Key-words:

Change - Management - Pathology - Laboratory Services

Publication History

Received: 17 September 2010

Accepted: 27 October 2010

Article published online:
23 May 2022