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Chapter 47 : The Future of the Clinical Scientist Workforce

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Abstract:

This chapter describes laboratory practices that provide value-added services. It discusses the information society as it relates to clinical laboratory services and patient safety needs. The chapter defines the “knowledge worker” and advocates the benefits of clinical scientists who perform this role, compares and contrasts the old laboratory and new laboratory paradigms and determines the value of the new laboratory as it improves patient safety. It describes conditions of good work, which can have a positive impact on current clinical laboratory vacancy rates. The chapter explains the consultation process and determine the benefits in clinical laboratory practice as it relates to patient safety. There are four interactive skills that contribute to the effectiveness of consulting practice. The chapter describes the various competencies of successful consultants, and assesses the benefits to the healthcare delivery system when clinical scientists act as consultants. The focus of the chapter is the discussion of this value-added service, that is, service which addresses effectiveness as well as cost and efficiency. Throughout the chapter, the imperative for an information revolution in laboratory medicine practice is described with corresponding implications for a future workforce comprised of clinical scientists as knowledge workers.

Citation: Mass D, Snyder J. 2004. The Future of the Clinical Scientist Workforce, p 771-780. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch47

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Figures

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Figure 47.1

The new interactive laboratory model. (Adapted from reference .)

Citation: Mass D, Snyder J. 2004. The Future of the Clinical Scientist Workforce, p 771-780. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch47
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Image of Figure 47.2
Figure 47.2

Traditional laboratory model. (Adapted from reference .)

Citation: Mass D, Snyder J. 2004. The Future of the Clinical Scientist Workforce, p 771-780. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch47
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Image of Figure 47.3
Figure 47.3

Model of laboratory utilization. MT/CLS, Medical Technologist/Clinical Laboratory Scientists. (Adapted from B. Davis, D. Mass, and M. Bishop [ed.], Principles of Laboratory Utilization and Consultation, W. B. Saunders, Philadelphia, Pa., 1999.)

Citation: Mass D, Snyder J. 2004. The Future of the Clinical Scientist Workforce, p 771-780. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch47
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References

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Tables

Generic image for table
Table 47.1

Consultant competencies

Citation: Mass D, Snyder J. 2004. The Future of the Clinical Scientist Workforce, p 771-780. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch47
Generic image for table
Table 47.2

Laboratory resource consultant tasks

Adapted from reference .

Citation: Mass D, Snyder J. 2004. The Future of the Clinical Scientist Workforce, p 771-780. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch47

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