management/administration

Finally Fantastic – The Safety Culture You Waited For

You’ve probably heard that the Fantastic Four are coming back to theaters—again. Marvel is set to release yet another reboot of the beloved superhero team. This will actually be the fifth time this group gets a chance to shine on the big screen (counting the legendary low-budget 1994 Roger Corman version that was never officially released). With each iteration, there’s hope for something better—a truer version, something more polished, more faithful to the source material, and more exciting. That same sense of optimism can and should exist when it comes to giving your laboratory safety program a much-needed reboot. Just like a superhero franchise that never quite landed, a safety program may have launched with good intentions but ended up lost in the noise of daily operations, ineffective habits, or even complete neglect. But a fresh start is always possible.

A reboot doesn’t mean tearing everything down. It means stepping back, taking stock, and relaunching your lab’s safety culture with clear intention and renewed energy. Maybe your program has been around for years. Maybe it started strong but fizzled over time. Maybe people know there are safety policies but couldn’t tell you what they are or why they matter. That’s when you know it’s time to roll out the red carpet and debut the reboot—something finally fantastic.

Start with awareness. Ask your team: what is the current perception of safety in our lab? You might not like the answer, but you need to hear it. If safety is viewed as a burden, an afterthought, or worse—an irrelevant set of rules for someone else—then it’s time to rewrite the script. Meet with staff, leaders, and stakeholders. Ask what concerns them. Ask what they think the safety program is supposed to be doing. Those honest answers are the trailer to the full-length feature you’re about to roll out. Don’t skip this step—if you launch a reboot that no one asked for, you’ll lose your audience faster than an opening weekend box office flop.

Once you know what’s broken—or just stale—it’s time to build your team. A reboot can’t be carried by one star. The best safety programs are ensemble efforts. Designate a safety committee that represents multiple shifts, roles, and experience levels. New staff often bring sharp eyes to longstanding hazards, while seasoned staff can offer insight on what has worked (or what hasn’t) over the years. Empower this group to be a creative force, not just a policy review panel. Let them own a piece of the relaunch. Ask them to think about new ways to communicate, train, and lead safety efforts. Safety doesn’t improve through policy alone; it improves when people care and feel they are part of something that matters.

Part of rebooting a safety program is looking at the training experience. If your safety training looks the same as it did ten years ago—or even last year—it’s time to revamp. Don’t rely solely on slide decks and sign-in sheets. Use interactive content, real-life stories, safety scenarios, and even short quizzes that focus on lab-specific risks. Think of orientation and ongoing education as the origin story—this is where people learn why safety is crucial to their success. Make it relevant, make it relatable, and most importantly, make it stick. A powerful reboot pays off when your audience walks away engaged, not just informed.

Culture doesn’t change overnight. Rebooting a program means creating new rhythms. Consider launching monthly safety themes, having a rotating “safety spotlight” where staff highlight issues or solutions, or using short weekly safety reminders during huddles. Visibility matters. Just like the buzz before a movie release, your reboot needs marketing. Use colorful posters, QR codes linking to safety resources, fun contests, and visible support from leadership. Let the message be clear: safety is not just important, it’s exciting, it’s everyone’s responsibility, and this time, we’re doing it right.

Accountability is the third act in any good reboot. Once you’ve communicated and trained, you need to follow through. That means supervisors modeling safe behaviors, staff speaking up without fear, and leadership reinforcing safety expectations through action, not just words. Set clear goals. Review incident trends. Celebrate progress. And when setbacks happen (and they will), address them directly. A rebooted culture is not afraid of failure. It learns from it and keeps going.

Now, as we await the next big-screen version of the Fantastic Four, think about your own safety origin story. Has your program fizzled out? Does it need better effects, sharper direction, or a whole new cast of champions? Just like a franchise gets another shot to do things better, your lab has the same opportunity. Don’t just relaunch the same tired storyline, build something bold, something that truly reflects who you are and what your team deserves.

This time, make it fantastic.

–Dan Scungio, MT(ASCP), SLS, CQA (ASQ) has over 25 years experience as a certified medical technologist. Today he is the Laboratory Safety Officer for Sentara Healthcare, a system of seven hospitals and over 20 laboratories and draw sites in the Tidewater area of Virginia. He is also known as Dan the Lab Safety Man, a lab safety consultant, educator, and trainer.

The Real Scoop on Formaldehyde

If formaldehyde is so dangerous, then why is it still used in the laboratory today? It is so dangerous, in fact, that the United States Occupational Safety and Hazard Administration (OSHA) has a standard for the chemical, OSHA Formaldehyde standard (29 CFR 1910.1048). However, despite its dangers, formalin is still the best product available with the most tolerable risk for the needs we have in the lab.

Anatomic pathology has faced the great challenge of tissue preservation for hundreds of years. Decomposition, degradation from microbiological contamination, and even optimal hydration have hindered the proper isolation and study of tissue and organs. Early fixatives such as picric acid, osmium tetroxide, and even mercuric chloride were excellent at preserving the samples, but these compounds are extremely toxic and/or volatile. It wasn’t until 1893 when a German physician named Ferdinand Blum discovered the benefits of formaldehyde. Blum concluded that immersion of tissues in a 4% solution of formaldehyde, the 10% neutral buffered formalin widely used today, provided excellent preservation with a much lower risk to the user.

How dangerous is formalin? Keeping formalin off your skin and out of your eyes is crucial since it is a tissue fixative. An even greater risk of working with formalin comes from its respiratory hazards. Formalin off-gases quickly, creating a very dangerous, and unseen hazard. When inhaled, formalin can cause difficulty breathing, coughing, and wheezing. In addition, long-term exposure can cause respiratory issues, skin irritation, and an increased risk of nasopharyngeal cancer, formaldehyde is a known carcinogen.

Baseline exposure monitoring is required by OSHA to demonstrate that employees are not overexposed while working with and around formalin. Badge readings that fall below the time weighted average (TWA) of 0.75 ppm over an eight-hour period or below the short-term exposure limit (SEL) of 2 ppm over a 15-minute period, prove that the lab is a safe environment and additional badge monitoring is not required. However, if the readings exceed the limits, or if changes to the lab or processes are made, subsequent badge monitoring should be performed.

How can the lab control for exposures to the chemical? The best practice is to limit the time staff work with open containers of formalin. Of course, this is not always possible. Therefore, respirators, chemical fume hoods (CFH), grossing hoods, and room ventilation may be necessary. Keeping equipment in good running condition helps to minimize exposure. Therefore, grossing hoods and the CFH should be certified annually, and staff should undergo fit testing for respirators each year as well.

When it comes to hazardous waste, laboratories have several options for removing formalin from the premises. Anatomic pathology labs are required to dispose of both solid and liquid waste, two separate waste streams. Solids can go out as regulated medical waste with proper labeling, but what the liquid waste must be handled differently. Labs can either neutralize the waste onsite or contract with a vendor to have it removed. Organizations can neutralize formalin waste on-site for disposal in their normal sewage system. This does mean, however, that labs need to monitor their neutralization process which includes pH and aldehyde testing of the waste prior to pouring down the drain. It is always recommended to confirm this process with local wastewater treatment centers to ensure the proper steps are being taken prior to disposing of the waste.

Unbuffered formalin can break down quickly, but buffered formalin has a limited shelf life. Therefore, limiting the quantity on hand in the lab not only helps with product quality, it also keeps staff safer. Another good lab practice is to limit the height at which formalin is stored. As with all corrosive chemicals in the department, formalin should be stored below shoulder height. Do you store your formalin in a flammable cabinet? Formaldehyde, the active ingredient in formalin, is a flammable gas. However, only solutions with higher concentrations of formaldehyde are actually listed as flammable. A container of 37% formaldehyde is considered flammable, but 10% NBF is stable under normal conditions and classified as non-flammable.

Chemical spills happen, so departments need to be ready to respond to such an event. A formalin spill in the lab or the operating room cab be dangerous to staff and patients. Knowing how to handle the spill can be the difference between a safe response or an event that causes staff and/or patients harm. As stated, formalin gives off a gas, so placing an absorbent mat or a towel on a spill will only increase the surface area that can generate harmful gases. Therefore, having a neutralizing product available for spills and training staff to use the product is essential. Staff that run through spill drills frequently know the location and contents of their spill kits and respond more effectively. Working with formalin is dangerous, but the more staff know about the product and respect it, the safer their work practices become. Using and keeping formalin in the lab requires some planning and training. The lab is a dynamic environment, so workspaces and procedures should be reviewed often. Train staff on formalin safety and help them to always work safely with formalin.

-Jason P. Nagy, PhD, MLS(ASCP)^CMis a Lab Safety Coordinator for Sentara Healthcare, a hospital system with laboratories throughout Virginia and North Carolina. He is an experienced Technical Specialist with a background in biotechnology, molecular biology, clinical labs, and most recently, a focus in laboratory safety.

Safety Super Villains and Origin Stories

In Marvel’s latest Captain America movie, I knew I was going to be treated to seeing two villains, and I wondered if they would be handled well. If you know me, you know I want the movies to stick to the source material and not wander too far away. I was happily surprised. The villains were handled well, and it was fun watching the origin of one of them unfold as the movie progressed. All heroes and villains have an origin story. Sometimes its worthwhile to know them so you can understand the character motivations as their stories progress.

As a laboratory safety consultant, I have billed myself as “the Superhero of Lab Safety.” I did that in part because I have been reading and collecting comic books for many years, and I wanted to insert my hobby into my work where possible. Superheroes are exciting, but they wouldn’t have much to do without super villains to battle. If I was truly a superhero for lab safety, I had been wondering in the last few years, who or what is the super villain? What creates a lab safety super villain?

Like many of the heroes I love to read about, I had an origin story. Terry Jo Gile, “the Safety Lady” was a renowned lab safety expert who took me, a new safety officer, under her wing and trained me. She taught me how to write, how to speak and present, how to seek out and fix safety issues, and how to run a business using these skills. We both wore capes the first time we presented together. Now she is retired from her work, and I fly around training up a sidekick of my own.

When I read my favorite comics, I noticed that many super villains were scientists, and they were created in a lab setting. Lex Luthor became a villain as a result of a chemical exposure that caused him to lose his hair. Dr. Doom was involved in a laboratory fire that burned him so badly he had to wear an iron mask and a suit of armor to hide his features. Scientist Norman Osborn exposed himself to an untested mixture which empowered him but drove him insane, turning him into the Green Goblin. The man who would become the Joker slipped on a gantry and tripped into a vat of acid which eventually drove him mad.

So, what unsafe environment allowed these villain origins to occur? What allows safety super villainy to occur in your labs? Is it the unsafe laboratory environment? Is it the technologist who refuses to put down his cell phone or wear PPE? Is it the co-worker who sees this bad behavior and refuses to coach him? Is it the laboratory leader who does not adequately support safety? Or maybe it is a combination of some or all of these factors.

Chemical safety, fire safety, exposure control, and physical safety played a role in the creation of these villains. In real life, however, unsafe practices and surroundings can result in consequences that are not as simple as becoming a villain. They can lead to time away from work, an end to a career, costs to the department, and even loss of life. Teaching laboratorians about these types of consequences is both informational and motivating.

Train laboratorians in the safe management of chemicals and biologicals in the department. Show them the location of fire safety equipment and provide regular training on how to use it. Enforce good safety practices like using PPE, washing hands, and utilizing protective engineering controls properly. Conduct regular inspection of the lab physical environment to make sure hazards are mitigated before an employee can be injured or exposed. This ongoing complete management of the lab safety program can prevent the origin story of an unwanted and pesky lab super villain.

To stop a super villain, a hero needs to shut down the environment where the villain can be created. Work around potential bumps in the road by outsmarting the villain. Manage up when necessary, and model the safety change you want to see. Lastly, a safety superhero never gives up. They keep pushing forward until they have that final victory. If pieces of a villain’s origin story are sneaking around your laboratory, put on your cape and get to work! A safety superhero’s job is never done!

Lab Errors and Human Factors: A Psychological Perspective

In the world of clinical laboratories, we often focus on metrics, SOPs, and compliance checklists to reduce errors. But as any seasoned laboratorian or quality professional knows, mistakes still happen—sometimes even when all the systems are in place. Why? Because at the center of every lab process is a human being. And humans, for all their training and dedication, are not robots. (Even though it seems admin sometimes thinks we are.)

As a regulatory affairs manager and laboratorian with a background in psychology, I’ve spent years navigating the intersection between compliance and cognition. Understanding how people think, react, and sometimes err has helped me see lab operations through a different lens. In this post, I want to explore the concept of human factors and how they play a role in lab errors—not to assign blame but to foster a culture of safety, empathy, and improvement.

The Cognitive Load We Carry

Laboratorians are tasked with high-stakes responsibilities: matching blood types, identifying critical values, and interpreting complex diagnostic results. Add in interruptions, multitasking, and staffing shortages, and the mental bandwidth gets stretched thin.

Cognitive overload can lead to slips and lapses. A mislabeled specimen, for example, might result not from negligence but from working memory overload.¹ When we acknowledge this, we can begin to design systems that support mental function instead of taxing it.

The Role of Confirmation Bias

Confirmation bias—the tendency to favor information confirming our beliefs—can creep into lab work. If a pathologist or a technologist “expects” to see a result or a specific pattern, they may inadvertently interpret ambiguous data to match their expectation.^2,3 This is not a character flaw but a function of how our brains process information. Peer review, second reads, and built-in verification steps can guard against this type of error.

Fatigue, Stress, and Emotional Load

We often underestimate the impact of emotional and physical fatigue on performance. Long shifts, personal stressors, or the emotional toll of working in healthcare environments can impair judgment and focus.^4,5

Labs prioritizing wellness—through break policies, mental health support, or manageable scheduling—not only show compassion but can contribute to improved performance and fewer mistakes.

Designing with Humans in Mind

So, how can labs address human factors without compromising accountability? Start by shifting the narrative. Instead of asking, “Who made the mistake?” ask, “What in the system allowed this to happen?” ⁶ (As a side note, this is the true purpose of a root cause analysis.)

Incorporate human factors thinking into root cause analysis. Provide human-centric training that acknowledges common cognitive pitfalls. And most importantly, build a culture where speaking up about near misses is welcomed, not punished.

Last Thought

Human error isn’t a moral failing; it’s a predictable part of being human. When labs take a psychologically informed approach to error prevention, they open the door to safer practices, stronger teams, and more resilient systems.

Understanding human factors doesn’t weaken quality systems—it strengthens them. And perhaps more importantly, it reminds us that the people behind the results matter just as much as the results themselves.

References:

Reason, J. (1990). Human Error. Cambridge University Press.
Nickerson, R. S. (1998). Confirmation bias: A ubiquitous phenomenon in many guises. Review of General Psychology, 2(2), 175-220.
Michel, M., Peters, M.A.K. Confirmation bias without rhyme or reason. Synthese 199, 2757–2772 (2021). https://doi.org/10.1007/s11229-020-02910-x
Lockley, S. W., et al. (2007). Effects of health care provider work hours and sleep deprivation on safety and performance. The Joint Commission Journal on Quality and Patient Safety, 33(11 Suppl), 7-18.
West, C. P., et al. (2009). Association of resident fatigue and distress with perceived medical errors. JAMA, 302(12), 1294-1300.
Dekker, S. (2014). The Field Guide to Understanding ‘Human Error’. Ashgate Publishing.

-Darryl Elzie, PsyD, MHA, MLS(ASCP)^CM, CQA(ASQ), is the Regulatory Affairs Manager Inova Blood Donor Services. He has been an ASCP Medical Laboratory Scientist for over 25 years, performing CAP inspections for two decades. He has held the roles of laboratory generalist, chemistry senior technologist, and quality consultant. He has a Master’s in Healthcare Administration from Ashford University, a Doctorate of Psychology from The University of the Rockies, and is a Certified Quality Auditor (ASQ). Inova Blood Donor Services is the largest hospital-based blood center in the nation. Dr. Elzie is also a Counselor and Life Coach at issueslifecoaching.com.

A long, long time ago on a VHS tape not too far away

Why is storytelling so important? People have been doing it for thousands of years so there must be something behind this practice. Storytelling can be a form of entertainment, such as in plays, operas, and even movies. Passing down stories has been responsible for keeping many cultures alive. Think of a group of early homo sapiens gathered around a campfire, telling the tale of a caveman who ate a smooth, round, red berry and they did not wake up the next day. Stories have also been a part of our advancement as humans, and as a society. Without storytelling, early civilizations may not have been able to farm, build cities, or even navigate the open oceans. When it comes to laboratory safety, stories are also very valuable and should be shared for several reasons. These stories help employees and staff stay safe, but equally as important, they can protect patients. Safety stories not only shed light on the dangers found in the laboratory but can also strengthen the lab’s safety culture by igniting conversations around safety withing the team itself.

So, what kinds of laboratory safety stories can be shared? The most obvious might be stories involving employee injuries or exposures. This type of safety story really has two purposes. First, it can generate discussion around how the injury could have been avoided. If a coworker sustained a hazardous chemical splash to the face, but was wearing safety goggles, staff should conclude that full-face shields must be worn for that process to provide adequate protection. Secondly, the story can make the possibility of an incident more of a reality to others not involved. Have you ever heard someone say, “that could never happen in my lab?” Telling true stories about incidents raises awareness that those types of things can and do happen.

Probability and science demonstrate that almost every possible accident can happen in a lab, it just has yet to occur. Without events occurring over time, employees may become complacent with the biological and chemical risks in the lab. Once this feeling of “immunity to incidents” sets in, employees begin to take short cuts or to pay less attention to tasks, then the chances of an accident increase. Something else could make someone deliberately let their guard down. A person may choose to perform an unsafe act because they do not perceive a risk associated with their actions. If an individual feels that the risk is low or absent, they may not take the necessary precautions (like donning their PPE) before answering a lab phone or pouring xylene into a beaker. Sharing the details around lab accidents will help eliminate any false feelings of security staff may have when working with hazardous substances.

Safety stories do not always have to be centered around negative outcomes, though. Safety stories can also highlight near misses or great catches. It is just as important to discuss (or even celebrate) when bad outcomes are avoided. Talking about events with a positive spin can help motivate staff and boost morale. Some safety stories may not be directly lab-related. It might be just as meaningful to share a story about walking out of the office without your keys and getting locked out of the department.

When is it a good time to share a safety story? Luckily, I work for an organization that believes in starting every meeting with a safety story. Each morning, managers from all hospital locations, along with other key support staff, meet virtually to discuss important items and the status of their labs. Before the team members report out, the person leading the meeting will ask a participant to share a safety story. Of course, injuries and exposures are shared, but other times team members may talk about a successful conversation they had with an outside department. Recently, when an unusual amount of snow fell in the state, many safety stories were shared about how to safely walk on ice and why it might not be a good idea to use hot water to help defrost your car windshield.

It is great that the managers get a chance to share these stories, but it should not stop there. The safety stories have a greater impact in the lab if the lessons learned make it to the staff level. Sharing these stories at a shift change or huddle can be very helpful. Labs with the greatest safety culture are those that routinely discuss safety daily.

One goal of sharing safety stories in the lab is to ultimately avoid unfavorable events. To accomplish this goal, the lab must first understand how the event occurred and what might be missing from the current process that created the opportunity for failure. Like the stories of old that helped keep cultures alive for generations, safety stories are an awesome tool that will maintain your own strong safety culture for years in the laboratory.

A Fourth or Fifth Fresh Start: Safety Recharged

The latest cinematic reboot of the Fantastic Four will coming to theaters in 2025. For those paying close attention, this will mark the fourth film featuring the team that effectively started the “Marvel Superhero Age” back in 1961 (Actually, it is the fifth film if you count the 1994 low-budget, never-released version which was only made so the movie company could keep the property rights). None of the previous Fantastic Four movies made a big splash at the box office, which is a shame for a popular comic book that has been in print for over 60 years. Nonetheless, Hollywood is going to give this franchise a recharge, another shot at success. If you’ve ever given up on trying yet again to change your lab’s safety culture, there may be a lesson or two here.

A laboratory’s safety culture isn’t something you can set and forget. Like an instrument that requires calibration or a reagent that needs restocking, the safety culture needs regular attention, especially when changes occur. New managers step in, staff members rotate in and out, and fresh challenges emerge. Over time, what once felt like a strong safety mindset can fade, leaving bad habits unchecked.

Recharging a lagging lab safety culture starts with intentional action—setting new standards, educating staff, and establishing a timeline for change. Whether you’re stepping into a leadership role for the first time or trying to reinvigorate a culture that has grown complacent, there is a way to hit the reset button and energize your lab’s commitment to safety.

When a new manager takes the reins, it’s a prime opportunity to reinforce safety priorities. If you’re that manager, don’t assume that existing safety practices are being followed correctly—take the time to observe, ask questions, and get a sense of what’s really happening in the lab. One of the best ways to establish authority in safety is to lead by example. If staff see their manager wearing PPE properly and promptly addressing safety issues, they’re more likely to do the same. Communicate safety expectations clearly from day one, letting staff know that maintaining a safe work environment isn’t an option—it’s a requirement.

A safety-focused leader also builds relationships. Encourage open dialogue about safety concerns and emphasize that you are there to support—not punish—those who speak up. A strong safety culture depends on trust, and that starts with leadership.

Sometimes, a lab’s safety culture erodes because expectations have become unclear. Maybe PPE compliance has gotten lax, or near-miss reporting has dwindled. If you’re looking to recharge your lab’s safety mindset, now is the time to set (or reset) clear, non-negotiable standards.

Start by reviewing current policies and identifying gaps. Are safety inspections being conducted regularly? Are employees following established chemical hygiene protocols? Once you’ve pinpointed weaknesses, work with your team to set measurable goals for improvement. Accountability is key. Safety should never be an afterthought or a box to check—it should be embedded in daily operations. Reinforce expectations with frequent check-ins, and if noncompliance issues arise, address them immediately with coaching and retraining. Employees need to know that safety rules aren’t just suggestions—they’re essential.

Recharging a lab’s safety culture doesn’t happen overnight. It requires planning, execution, and follow-through. The best way to ensure momentum is to establish a start date for new safety practices and make sure everyone knows it.

Maybe you’re rolling out a new PPE policy, implementing a new safety reporting system, or introducing a fresh set of lab safety goals. Whatever the change, give employees a clear timeline for when new expectations take effect. Set reminders, provide refresher training, and follow up to make sure changes are being implemented. The start date isn’t just about accountability—it’s about setting a tone. It tells staff that safety is a priority, not just an idea.

A strong lab safety culture isn’t a one-time achievement—it’s an ongoing effort. Whether you’re a new leader setting the tone, a seasoned manager reinforcing expectations, or a team member committed to a safer work environment, your actions make a difference.

By addressing leadership transitions, engaging rotating staff, setting clear standards, improving training, and establishing firm start dates, you can recharge your lab’s safety culture and create an environment where safety is second nature.

So take a look around—does your lab’s safety culture need a boost? Have you tried a boost or two in the past that didn’t work? Don’t get tired of trying, even if it’s your fourth or fifth reboot. A renewed look at safety isn’t just about compliance; it’s about ensuring that every technologist, phlebotomist, and laboratory professional goes home safe at the end of the day. A lab that succeeds in this are can only be called…fantastic!

Work in Progress

When you think of the “glass ceiling,” you typically think of your career, right? I know I thought purely of professional development when I heard that term thrown around. I’m a huge proponent of breaking said glass ceiling in yourself, your team, your organization, your specialty, and the entire field of laboratory medicine. There’s continuing education through our professional societies and ideally through our institutions, and there are advanced degrees, certificates, and on-the-job training. So many tools and resources we can add to our professional toolbox to exceed all expectations, including those we hold over ourselves. But what about the personal glass ceiling? In order to excel in our careers, we have to first excel in ourselves. Let that sink in. I hear other lab professionals say, “I want to be a leader, too, someday.” I promise you, especially as I’ve learned over the past 3 years in an official leadership role, a leader is not shaped without ongoing personal development and the constant challenging of your personal glass ceiling.

New people-leaders in my health system are required to undergo extensive training through our Leadership and Organizational Development (LOD) team. To be quite frank, I silently scoffed at the idea of having to attend “so many virtual and in-person trainings that interfere with my workday. I mean, my dissertation focused on laboratory leadership and change management, come on!” I’ll be the first to admit that I was so wrong. It also helped that there were three other laboratory leaders present with me, so we were able to role play and come up with solutions to issues in real-time. There were DEI trainings, such as civil treatment and inclusive workforce; communication models, including coaching, delegation, and two of my personal favorites – Management Foundations and Emotional Intelligence (EQ).

In the first day of Management Foundations (and yes, after my thinking, “How can I get out of this and prepare for our upcoming lab inspection instead?”), we were given tools to explore ourselves. Initially, I thought we would be completing the Myers-Briggs Type Indicator and explore our personalities. I’m in my seat waiting to share how I’m an INFJ, the Advocate, and how I have (sometimes) unrealistic high expectations for myself and others. This wasn’t a personality test though. What we were about to embark on was a behavior test, also known as the DiSC Assessment. We were told to choose 4 color-coded cards with adjectives that we thought described ourselves. I chose “high standards,” “diplomatic,” “analytical,” and “enthusiastic.” I chuckled when I saw a fellow lab supervisor also grab “high standards” to describe herself as I know how Type A we both are. After going through the formal assessment, I learned that my dominant behavior was “Conscientiousness” with a secondary behavior of “Influence.” As a “C” behavior type, I’m described as enjoying working with people who are organized and have high standards, carefully weighing pros and cons, and preferring environments with clearly defined expectations. Nailed it! This assessment teaches you how to communicate and work with different behaviors and how those other behaviors react to pressure. It is also important to take note of your secondary behavior as sometimes that can become the dominant behavior under stress. This activity was so enlightening that I returned to the lab the following day and asked my team complete the assessment as well. Not only has this given me an insight into my own behavior, but now I’m better prepared to help the individuals on my team thrive and communicate under different levels of pressure on a personalized level. Take note that your behavior preference also impacts how you receive feedback and communicate upward as well and giving this assessment to those either lateral to or above you in the organizational hierarchy can also yield incredibly useful results. Insight gained from this tool crosses so many boundaries, and if others are open to it, they can actually use the results to improve their awareness and regulation.

Speaking of, during our EQ training, we dove into 4 components of EQ – self-awareness, self-regulation, social awareness, and relationship management. For self-awareness, we’re encouraged to be curious and name our emotions (name it to tame it), dig for reasons behind that reaction, search for patterns or triggers to this emotion, and then lean into the discomfort of that to experience growth. In self-regulation, we were asked to breathe using the 4-7-8 method and practice grounding exercises. Essentially, you want to catch yourself when your brain is going offline and not react until you can engage the prefrontal cortex in a healthy and productive (professional) way. You also have to commit to the practice of self-awareness and self-regulation, making it a habit so that you can hold yourself accountable and build trust both within yourself and across your team.

When it comes to social awareness, take time to read the room. Look at body language and recognize if others have the time or space for the information or energy you are bringing, and put yourself in the other person’s shoes. For relationship management, it’s important be open and listen without judgement or assumptions. Build trust by being consistent and constructive with feedback, and most importantly, develop others by being conscious of needs and encouraging buy-in. Whether you are in-tune with yourself or you’re still navigating the self-section of EQ, one of my biggest takeaways from these sessions is to take time and observe how others manage their emotions. Are they bringing stress from home to work with them, or are they bringing their stress from work home? Notice their nonverbal communication or body language, their timing, how they deliver messages, and how they respond to feedback. How do their reactions impact the rest of the team? How does it compare to how you manage your own emotions? Are you self-aware and actively practicing self-regulation in your everyday life, and are you setting an example for them even if they are dysregulating?

I began thinking about how the LOD tools I received in this program can help anyone who is willing to learn navigate difficult situations in daily life, well beyond the workday. It prompted me to reflect on how my behaviors and reactions in both my professional and personal lives are not only interrelated, but consistent. I reached a point a few years ago where emotions and behaviors aligned just right, and while I am human and burnout can manifest in many ways, the regulation has helped me surpass the glass ceilings I had at that time. In an ideal world, leaders should be able to coach others to recognize and regulate so they can exceed all expectations they’ve set for themselves. If you say you want to be a leader and shatter your professional glass ceiling, keep in mind that it will never be handed to you. Simply excelling at the laboratory skills associated with your job is not enough to be a leader as low EQ will unveil itself immediately. As a leader, you need to be able to regulate your emotions and practice social awareness and relationship management. I encourage you to self-reflect and assess your emotions and behavior both at home and at work, in your family life, and in your social circles, under stress and when you find peace. As for relationship management, understanding your reactions and the behaviors of your team members provides insight to the overall team’s wellbeing and how it shapes the culture of the organization. While these trainings are required for new leaders in our health system, I can’t help but feel that most should also be required for all employees. Things like behavior exploration, EQ, feedback, and communication – these are critical soft skills that all employees could benefit from professionally. But it’s more than that – these tools can help you succeed in your personal relationships and overall well-being. With ongoing self-regulation and relationship management, you can break every glass ceiling you hold over yourself. It’s okay if you’re a work in progress; think of it as personal continuous improvement.

-Taryn Waraksa-Deutsch, DHSc, SCT(ASCP)^CM, CMIAC, LSSGB, is the Cytopathology Supervisor at Fox Chase Cancer Center, in Philadelphia, Pennsylvania. She earned her master’s degree from Thomas Jefferson University in 2014 and completed her Doctorate of Health Science from Bay Path University in 2023. Her research interests include change management and continuous improvement methodologies in laboratory medicine. She is an ASCP board-certified Specialist in Cytology with an additional certification by the International Academy of Cytology (IAC). She is also a 2020 ASCP 40 Under Forty Honoree. Outside of her work, Taryn is a certified Divemaster. Scuba diving in freshwater caverns is her favorite way to rest her eyes from the microscope.

Reflect and Resolve: A Laboratory Safety Story

As we begin a new year, we have two important roads to travel. The first is to see where we went in the year prior. January is a great time when we can sit down and draft our year-end reports. We look back at safety audit scores, calculate our injury and exposure rates, and we compare ourselves to industry standards and measure our success and ability to meet those goals.

The other is the road ahead. We can take what we’ve learned and lay out a path to improve what we saw in the past year(s). So, I’d like to challenge all of you to a commitment to improving lab safety, a New Year’s resolution. But what is a resolution exactly? Is it simply a decision or is there more to the definition of the word? Let’s pause for a second and take a deeper look into the meaning behind this word resolution.

A few synonyms for resolution are the act of resolving (an issue), answering (a question), solving (a problem), or analyzing (a situation). When we make a New Year’s resolution to lose weight, what are we trying to do? We’re trying to resolve the problem of unhealthy eating habits, or to analyze our exercise routine. Maybe you are trying to resolve safety issues in your lab. What can you do? It is easiest to start with the low hanging fruit, of course, but you also need to be on guard that the fruit doesn’t come back. This year I challenge you to reach a little higher by resolving safety culture issues that lead to the return of that low hanging fruit.

When it comes to PPE compliance, the best thing you can do is be there for your staff. What does that mean? It goes beyond just having PPE available for your staff, that is something that is required. To truly be there for your staff with regard to PPE means that you approach staff and talk to them about PPE issues. It also means that you demonstrate or model proper lab attire and act as the gold standard for PPE usage. Your staff will pay attention to your behaviors, and they will mimic your actions. That means when you’re having huddles or leading a meeting in the lab, make sure to don a lab coat. If you have to print something from the computer, don’t forget to reach for that lab coat and gloves – if the equipment is in the lab area, it’s surfaces should be treated as potentially contaminated.

Another great way to show the staff you’re interested in safety is to bring it up often. Make sure you normalize discussions around PPE in your huddles and monthly meetings. There’s a reason why weight loss apps and programs that incorporate community involvement tend to work better than just telling ourselves, that’s it no more chocolate for the rest of the year. We all know that’s not going to work. Neither is putting up a sign in the department that reminds staff to wear PPE or assigning another computer-based learning module around PPE usage. It takes a little more effort to resolve the overarching issue of compliance in order to make a lasting difference.

I don’t know about you, but one thing I’d like to solve is the issue we see in the lab regarding the use of cell phones and other personal electronic devices. What options do we have as lab leaders? Some labs have gone to extremes to ban all cell phones in the lab. There have been success stories in some labs, and these policies have backfired horribly in others. To resolve this problem, we first have to start with what we want to accomplish. Overall, keeping cell phones out of dirty areas is of the greatest importance. We know why it’s a bad idea to introduce this electronic device in the lab area that is contaminated with viruses, bacteria, fungus, and who knows what else. The real question is how – how do we get staff to truly understand the risks of using cell phones in the lab, and how do we keep them from the behavior of wanting to pull their cell phones out inside of a contaminated workspace.

The noted behaviorist and lab biosafety expert, Sean Kaufman, compares the addiction to cell phones and social media to that of nicotine. Years ago in workplaces, five or ten-minute smoke breaks were quite common and occurred every hour or two. Kaufman suggests that it may be appropriate to bring that back, giving staff a cell phone break or an “e-break” instead. At first this practice might seem like it could jeopardize the lab’s productivity. However, when you think about how often staff are stopping work and glancing at their phones, it might actually improve productivity and restore engagement in the work (fewer distractions, fewer mistakes, and less negative impact to laboratory results).

They say it’s true that you catch more flies with honey than with vinegar. In published studies, the use of positive reinforcement has shown greater success when trying to change behavior. Certain forms of positive reinforcement such as verbally praising proper behavior in the moment can work. Some labs have developed a point system where staff can earn points for being “caught” in good safety moments. Staff can then take points which they accumulate and redeem them for prizes such as T-shirts, pens, etc.

But what if positive reinforcement just doesn’t cut it? At times it is necessary to hold staff accountable. I ask you this year to go out and look at your labs and notice how many times you see somebody on their cell phone. Then ask yourself what is an acceptable number of occurrences? One? Ten? If you ask your staff to not use their cell phones and they continue to do so, ask why they’re not following procedures, but more importantly, why they are not listening to your request. Remember, as a lab manager or leader, you are ultimately responsible for safety in the lab. If you turn a blind eye to somebody using their cell phone, chances are they will continue to repeat that behavior. They will continue to use their cell phones until something bad happens. Before you know it, that employee could accidentally report an incorrect result on a patient because they were distracted, or they may become ill because of a pathogen they brought home on the phone. If something like that were to happen, who do you think would be at fault? Is it the employee or the manager who noticed the unsafe behavior and allowed it to continue?

Sure, you can make a resolution or commitment to improve your lab safety. You know there are issues, you want to fix them, and deep down you really know what you have to do. But it’s not easy. They say one of the best ways to ensure that you follow through with a commitment is to let others know of your plan and to have them help hold you accountable. As mentioned before, community-based programs tend to work better than going at change alone. Rather than make a resolution to improve your lab safety, start with making a resolution to discuss safety in your lab more often. Hold others accountable and allow others to hold you accountable as well.

Ending Your Lab Safety Year on a High Note

As the year winds down, laboratory leaders often find themselves balancing the usual workload with holiday schedules, supply ordering, and end-of-year tasks. But amidst the whirlwind of activity, one key area should remain front and center: laboratory safety. Wrapping up the year with a focus on safety isn’t just about meeting compliance standards—it’s an opportunity to reinforce your culture of safety, recognize team achievements, and set a strong foundation for the year ahead.

But how can you end your lab safety year on a high note, ensuring that your lab team feels valued, prepared, and motivated for the challenges to come? There are some methods you can use.

First, before diving into new year initiatives, take a moment to assess the past year. What worked well, and what could be improved? When looking at accident and incident reports, were there any recurring issues? If so, identify root causes and develop targeted interventions. Review inspection findings from internal audits, accreditation agencies, or regulatory bodies. Address any outstanding corrective actions. Verify that all team members have completed their required training, and close any gaps you find. This reflection phase provides valuable insights and ensures you’re closing out the year without leaving loose ends.

Next, take a look at your lab safety policies and procedures for updates. Laboratory safety policies should evolve alongside changes in equipment, workflows, and regulations. Use this time to ensure that Standard Operating Procedures (SOPs) are current and reflect actual practices. Engage your lab team in identifying outdated or unclear safety policies. Check to see if new materials, processes, or technologies introduced new potential risks. If so, update your risk assessments accordingly. By aligning policies with the current state of your laboratory, you demonstrate a commitment to proactive safety management.

Celebrating safety successes at the end of the year is important, too. Recognition is a powerful motivator. Highlighting your team’s achievements in safety reinforces the importance of their efforts. Be sure to recognize individuals or teams for exemplary safety practices, such as reporting near-misses or suggesting improvements. If your lab reduced incidents or improved compliance, share those results during team meetings or in a newsletter. Did someone design a clever safety poster or come up with an innovative solution to a hazard? Acknowledge their contributions as well. Celebrating successes boosts morale, raises safety awareness, and encourages ongoing engagement in safety programs.

The end of the year is also a perfect time to address outstanding safety tasks that may have been sidelined. Conduct a thorough chemical inventory, disposing of expired or unnecessary chemicals according to your facility’s guidelines. Verify that eyewash stations, safety showers, fire extinguishers, and spill kits are in working order and properly stocked. Replace faded or damaged labels and signs to ensure they’re clear and compliant. Clearing these tasks from your list not only improves safety but also sets a standard of organization for the upcoming year.

Remember, lab safety is a shared responsibility, and the end of the year is an excellent time to foster a sense of ownership among your team. Hold a safety roundtable by inviting team members to discuss safety concerns and suggest improvements. Gather anonymous feedback on your lab’s safety culture, policies, and practices. Involve your team in setting safety goals for the upcoming year. This could include launching new initiatives, revising training programs, or addressing specific hazards. Engagement fosters collaboration and ensures that everyone has a voice in creating a safe work environment.

A successful safety program doesn’t stop at the calendar year. Use this time to lay the groundwork for a strong start in the new year. Schedule annual training by planning sessions to refresh key safety concepts, such as bloodborne pathogens, chemical hygiene, or emergency procedures. Setmeasurable goals like reducing near-misses by 10% or achieving 100% compliance with safety training. Update all emergency contacts to ensure they are current and accessible to your team. A little preparation now can save time and prevent confusion down the road.

Finally, make it a habit to end the year with gratitude. Laboratory work is demanding, and your team’s commitment to safety deserves acknowledgment. Start with written thank-you notes. A personal message to each team member can go a long way in showing your appreciation. Celebrate the year’s achievements in a relaxed setting, and remind your team how their efforts contribute to the lab’s success and safety culture. When people feel valued, they’re more likely to stay engaged and committed to safety.

Ending the lab safety year on a high note requires focus, organization, and a genuine commitment to your team’s well-being. By reflecting on the past, addressing current needs, and preparing for the future, you can create an environment where safety isn’t just a requirement—it’s a shared value. Take the time to celebrate successes, involve your team in decision-making, and express gratitude for their efforts. These steps not only close out the year on a positive note but also build momentum for continued safety excellence. Here’s to a safe and successful new year in the laboratory!

The Silence of the Labs

One of my favorite scary psychological thrillers is the movie, The Silence of the Lambs. The title was derived from a story told by the main character about her nightmares of screaming farm animals. A minor theme in the movie revolves around how much oversight the main character’s boss gives as she works on her first major crime case. The correct amount of oversight is key for any leader, especially inthe laboratory setting. Unfortunately, some leaders are all too silent and all too absent when it comes to safety oversight in their department.

In a laboratory, leadership is about more than just ensuring the smooth operation of daily tasks. It’s about creating a culture that prioritizes safety, fosters communication, and encourages accountability. When leadership is absent, whether physically or mentally, the ripple effects on safety can be devastating. Absentee leadership in laboratories is not a rare occurrence. With the demands placed on managers and supervisors, it’s easy to see how they might become disconnected from their teams. But when leaders disengage, lab safety is often the first thing to suffer.

Absentee leadership is often subtle, and it can be hard to recognize. It isn’t just about leaders being physically absent from the lab; it’s about them being emotionally and mentally checked out. These leaders are often unavailable for questions, slow to address concerns, or overly focused on administrative tasks that pull them away from the people they lead. This disconnection can lead to significant safety concerns.

Absentee leaders tend to neglect their role in enforcing routine safety protocols, assuming that staff will handle safety on their own. Without regular check-ins, inspections, or encouragement, safety lapses can become more frequent. Missing PPE, outdated safety procedures, and failure to address faulty equipment are all symptoms of a leadership vacuum. Over time, the lack of oversight can lead to more serious safety incidents, putting everyone at risk.

An absentee leader might miss the opportunity to reinforce the importance of safety or even dismiss safety concerns as unimportant compared to operational goals. This can create a culture where staff feel undervalued or believe that cutting corners is acceptable. Over time, low morale leads to disengaged employees, which can result in increased accidents, injuries, and near misses. After all, if leadership isn’t concerned with safety, why should the staff be?

Open and clear communication is essential for any safe work environment. However, absentee leaders tend to be unavailable when their team needs them. Safety concerns often go unaddressed because staff are unsure how or when to bring up issues. The lack of feedback and follow-up can lead to confusion about protocols, increasing the chances of mistakes. Without a strong communication chain, potential safety hazards are less likely to be reported and resolved quickly.

Ongoing training is vital in any laboratory to ensure that safety protocols are up-to-date and properly followed. When leaders are disconnected from their teams, they may fail to provide adequate training or overlook critical competency assessments. This can lead to staff being unaware of new safety procedures or forgetting essential protocols. Inconsistent training undermines the very foundation of a safe work environment, leaving gaps that could lead to accidents.

Recognizing absentee leadership is an important first step, but what’s most important is taking action to correct it. Being a leader in the lab means more than just sitting behind a desk in the office. Get out on the floor, engage with your team, and participate in day-to-day operations. This doesn’t just make you more visible; it makes you more approachable. Staff are more likely to bring up safety concerns if they see you regularly and know that you are open to hearing them. Make safety a regular topic of discussion in meetings, and let your team know that you are available for any questions or concerns they may have.

As a leader, you set the tone for the rest of the team. If you prioritize safety, team members will as well. Wear your PPE, follow safety protocols, and participate in safety drills. Show your team that safety is a personal responsibility for everyone, including you. By modeling the behaviors you want to see in your staff, you’re sending a clear message: safety isn’t just something we talk about—it’s something we do.

To keep safety at the forefront, establish regular safety check-ins with the staff. This could involve weekly safety huddles, monthly inspections, or one-on-one discussions about safety with each team member. Regular check-ins show that you are not only present but also actively engaged in maintaining a safe work environment. During these check-ins, ask specific questions about safety concerns and listen to what your staff have to say. This will help you stay informed about potential risks and demonstrate your commitment to safety.

An open-door policy is critical in preventing absentee leadership behaviors. However, it must be backed by action. Ensure that your team feels comfortable speaking up about safety issues without fear of retaliation. Make it clear that safety concerns will be addressed promptly and taken seriously. Additionally, follow up on reported issues and provide feedback on how they were resolved. This reinforces trust and lets your team know that their voices are heard.

Safety training shouldn’t be a one-time event. Ongoing education and competency assessments are crucial to maintaining a culture of safety. Review your team’s training records regularly and ensure that everyone is up-to-date on the latest protocols and procedures. Schedule routine refreshers on critical safety topics and offer training on new equipment or techniques as needed. By keeping safety training top-of-mind, you can help prevent complacency and ensure that everyone is equipped to work safely.

Lastly, leadership requires setting clear safety expectations and holding your team accountable for meeting them. Develop clear safety goals, such as maintaining a zero-incident work environment or completing a certain number of safety audits each month. Communicate these expectations clearly and provide regular feedback on how the team is performing. When safety expectations are consistently reinforced, they become ingrained in the lab’s culture.

Absentee leadership may not always be intentional, but its effects on laboratory safety are undeniable. When lab leaders are “silent,” they disengage, safety protocols slip, morale drops, and communication falters, leading to a more hazardous work environment. However, by taking proactive steps to become more vocal, engaged, present, and communicative, leaders can create a lab environment where safety is prioritized and consistently maintained. Leaders manage operations in the lab, but by not staying silent, they can creating a culture where safety nightmares become a thing of the past.