title: Creating a code of conduct to enable organizational change.
abstract: This article provides an overview of the elements that were involved in developing a comprehensive change management strategy at a large, multi-site laboratory as it readied for a major environmental change in the clinical laboratory. A multi-year strategic and tactical plan was created based on an organization-wide employee satisfaction survey, an environmental survey, business needs, and internal/external pressures. The goal was to build a collaborative, team-oriented, and respectful place to work, and to ensure that the workplace became a vibrant environment focused on both individual growth and business improvement and efficiency. This article presents the strategy and outcome of the change, including external and internal environmental influences, challenges, and successes. It also discusses the dissemination of information and engagement of staff, clarification of roles and responsibilities, code of conduct, career laddering and career self-management, and a review of deficiencies impacting efficiency and productivity.
authors.affiliation: Toronto Medical Laboratories, Toronto, Ontario.
authors.forename: Jo-Anne
authors.initials: JA
authors.lastname: Marr
authors.forename: Gail
authors.initials: G
authors.lastname: Sanders
authors.forename: Ann
authors.initials: A
authors.lastname: Neil
authors.forename: Lisa
authors.initials: L
authors.lastname: Murphy
mesh_terms: D000068:Accreditation; D003142:Communication; D017598:Efficiency, Organizational; D006801:Humans; D007588:Job Satisfaction; D007755:Laboratories, Hospital / Q000458:organization & administration* / Q000639:trends; D009864:Ontario; D010559:Personnel Management / Q000379:methods*