Health care has entered a new competitive era in the 1990s, and, combined with the other pressures association with health care, clinical laboratory managers are facing the challenge of having to do more with less. This "pressure-cooker" environment requires clinical laboratory managers to find new ways to motivate their teams to perform at peak levels at all times; the key to doing this is empowerment. By empowering employees, managers create a nurturing environment in which their staffs can learn, grow, improve, and function effectively. This type of environment is created when managers are honestly concerned about their employees and exhibit a true "partner" attitude. This article describes five specific actions that clinical laboratory managers can take to empower their employees to work together to do better jobs. These actions include sharing expectations; providing new employees with helpers, guides, and buddies; giving feedback; involving employees in decision making; and paying attention to customer service and what other laboratories are doing. These actions will help clinical laboratory managers empower their employees to face the difficult challenges of the 1990s.

Communication↗

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Triangulation: a three-dimensional model for continuing education.

A variety of cultural phenomena have recently converged to create a demand for specialized adult education programs. One approach that can provide insights in adjusting traditional educational strategies is triangulation, a procedure that can help delineate both content and teaching approaches by assembling the perceptions of administrators, adult learners, and educators. This procedure can be especially helpful to educators in health care settings who must continually provide meaningful programs for adults.

Adult↗

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The real meaning of the restraint-free environment.

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Education, Nursing, Continuing↗