Margherita Morandini
Pordenone Hospital,Italy
Title: Scenarios and roles of Laboratory Medicine at the crisis time: strategizing, organization and management
Biography
Biography: Margherita Morandini
Abstract
In Laboratory Medicine, organizational and technological innovation are strictly binding together but the generation of organizational innovation is not simply a technology driven one, because of the increasing role of patient-centered laboratory concept in designing contemporary clinical laboratory. Moreover, the innovation in Laboratory Medicine organization must move along the basic axis of asset management (operational level and reorganization), knowledge management (new competences and roles) and disease management (effectiveness, appropriateness and translational medicine). The basis of organizational innovation in Laboratory Medicine are the modern concept of innovative organization from Mintzberg, the evolutionary theory of quality from PDSA to six sigma and lean, and the theories of people role in strategizing from Jens Dahlgaard to Paula Jarzabkowski.
Therefore, in the present scenario of hard transformation of the Laboratory Medicine, the “manager” role is not simply managing the preexistent structures and processes, but strategizing, organizing, and managing structures, workforce, processes, outcomes and perspectives of the laboratory, based on the general mission and vision of Laboratory Medicine as discipline (information and consultation) and of the individual laboratory, on the evidence-based laboratory medicine method, on the “new” focus of Laboratory Medicine (the patient), and open to the future. For Laboratory Medicine, strategizing is thinking and building the laboratories around the patient need, step-by-step from information system to the analytic system, by dynamic stability or disruptive innovation depending on social, political, and cultural conditions. The organization is based on a shared and coordinated work of an interdisciplinary and interprofessional team, unified by its mission and the leadership. Today, the “manager” role is one of main duty of the leader, as cultural transformer, supported by his/her 7 Cs (moral compass, compassion, contribution, commitment, communication, collaboration and creativity).