When I awoke at 5:45 this morning, 
your situation in the dialysis clinic was very much on my mind,
captioned with the line from Kafka, "Sie hetzen dich" (They're hounding you.)
http://www.kafka.org/index.php?dom
not because you are already the victim, but because I think I should point
out to you a risk that you should take into account in calibrating your
policies.
 
In your memorandum "expectations regarding DCI Boston staff conduct"
you fulfill your moral (and legal) responsibility to alert your coworkers
and subordinates to a potentially critical dysfunction of your organization.
For that you are properly applauded. In fullfilling this duty you are
implicitly criticising many if not most of your co-workers who have found
it expedient to deny that same dysfunction with which they also have been 
confronted. Your whistle-blowing may threaten and anger not only your
subordinates but also your colleagues to an extent that might conceivably
threaten your ability to function effectively in your position.

It's a paradox that confronts all executives. Consider the CEO of General
Motors who is presently being called to task for failing to intervene to
secure the recall of millions of vehicles at huge cost for the correction 
of a minor engineering defect.

I interpret the (relatively minor) dysfunction of your clinic as a natural
and perhaps largely unavoidable consequence of a) the imperatives of an
inherently complex technology, b) the necessity for employing technicians
who, as technicians, can have no meaningful personal relationships to their
"patients", c) the unnecessary costs and complexities of amblyopic governmental
controls, and d) the ideologically driven incitement of patients to "assert 
their rights." It's nobody's fault. No one is to blame. Everyone is under 
pressure. If you blame them, they will ALL blame you for having "caused 
the problem" for refusing to help them sweep it under the rug. Don't forget
Dr. Stockmann as the Enemy of the People.

[I will confront a similar problem at the plumbing board hearing, where I
must hew a narrow line between forcefully making my case while concealing 
the absurdity of the legal decision on which it must be based.]

I reiterate my advice to you: At this juncture: be passive. Do nothing. 
Neither reiterate nor retract your criticism. Such a policy will protect you
by deflecting attention from you. It will permit prevailing organizational 
and social forces to assert themselves to redefine the situation. There
will be future opportunities for you to say what you think.