Abstract
A host of external forces has prompted clinical laboratories to change in recent years. Prospective reimbursement, increasing competition, and societal demands for access to complex diagnostic services are just a few of the forces driving change. Inherent in the change process is a degree of resistance and uncertainty about the net impact of any change innovation. This article describes a systems analysis model to assist the laboratory manager in planning for and implementing change. From a systems analysis perspective, four distinct yet interactive components or dimensions make up the managerial setting: task, structure, technology, and people. The ability to predict how modifying one dimension of the system is likely to have an impact on other dimensions is the key to both designing adaptive change strategies and successful implementation. By viewing the laboratory setting from a holistic perspective, resistance to change can be minimized and results can be more accurately predicted.
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