There are three potential strategies that radiologists and other imaging leaders can employ to deal with a “disruptive technologist,” according to research published Oct. 17 in Clinical Imaging [1].
Burnout continues to be a challenge in the specialty, with the intimate intricacies of imaging center work presenting potential interpersonal conflicts. Previous research has highlighted such workplace strife as a potential stressor that can lead to such professional fatigue, experts noted.
Lead author and breast radiologist Hilda H. Tso, DO, gave the example of a technologist requesting help from a radiologist with reexamining the patient schedule. Instead, the physician does not respond due to a heavy workload, leading to simmering tensions. Now, when the tech presents a diagnostic case, she provides minimal history and images, feeling overwhelmed and disrespected among the care team.
“Disruptive technologist behavior can lead to increased stress and job dissatisfaction, at the expense of well-being of breast radiologists,” Tso, with the Department of Breast Imaging at the University of Texas MD Anderson Cancer Center in Houston, and colleagues wrote. “Identifying and understanding the causes that may trigger disruptive behavior in technologists may help the breast radiologist and leadership team better manage conflict resolution and to determine next steps.”
The writers—who also included MD Anderson’s HR business partner—posed three strategies to help physicians and administrators navigate these scenarios. In brief:
1. Raise awareness with policies and education: Both rads and techs should be educated on the seriousness of a disruptive work environment, Tso et al. advised. Downstream implications can include workplace dissatisfaction, turnover, communication barriers and patient safety issues. This step should include written policies around expected behaviors, with leaders making these rules transparent and readily available. Education on de-escalation techniques also may prove useful.
2. Establish reporting policies and procedures: Practices must foster a safe environment that empowers employees to report disruptive behavior, without fearing consequences. Some organizations have even created 24-hour anonymous hotlines. Leaders also should strive to implement corrective actions “consistently, fairly and promptly.” Tso and co-authors urged readers to ensure appropriate follow-up so techs know if they’re making a difference. If not, corrective actions should be considered, but if progress is made, good behaviors should be reinforced.
3. Establish a culture of respected leadership and teamwork: At the institutional level, imaging leaders must adopt a systematic no-tolerance policy toward disruptive behaviors. This includes serving as role models for the standards they expect, setting the tone and remaining transparent to all members of the team. If root causes of the conflict are at the organizational level, such as inadequate staffing or poor equipment, leaders should acknowledge this and shoulder responsibility equally. Tso et al. stressed the importance of “establishing a culture of teamwork and respect.” Team coaching is one way to effectively manage conflict. At the very basic level, establishing strong relationships and open communication between radiologists and technologists is “vital to providing high quality imaging and patient safety,” the authors advised.
“An authentic commitment towards a culture of team collaboration and respect can lead to increased job satisfaction, reduced staff turnover, and retention of radiologists and technologists in the workplace,” the authors advised.
Read much more in Clinical Imaging at the link below.
Marty Stempniak has covered healthcare since 2012, with his byline appearing in the American Hospital Association's member magazine, Modern Healthcare and McKnight's. Prior to that, he wrote about village government and local business for his hometown newspaper in Oak Park, Illinois. He won a Peter Lisagor and Gold EXCEL awards in 2017 for his coverage of the opioid epidemic.