Richardson Healthcare engineers form-fit-function CT replacement tubes to enable service providers to improve efficiency and lower the overall cost of healthcare delivery. With the launch of the ALTA750G and our legacy product, the ALTA750 , we proudly expand our CT tube replacement solutions for Toshiba/Canon* Aquilion Scanners. ®
®
ALTA750 compatible on:
Aquilion 4*
Aquilion 8/16*
Aquilion 32/64*
Aquilion 16 Large Bore*
*All
Aquilion CXL*
Aquilion RXL*
Aquilion VeloCT*
Aquilion Prime Gen 1*
ALTA750G compatible on:
Aquilion Prime S*
Aquilion Prime SP*
When you partner with Directmed Imaging, you are not just a customer; you become part of the DirectMed “family”. DirectMed Imaging aims to provide personalized services and tailored solutions that go beyond a typical customer-provider relationship DirectMed’s commitment to excellence and customer satisfaction make us a trusted ally when it comes to your medical imaging parts, training, and support.
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Global coverage as systems ship from the USA and LBN Medical in Denmark
A study investigates the connection between changing light levels and mental health. It is expected that because of climate change, winters in Finland will become darker while summers will become brighter.
How will AI impact the future when it comes to imaging careers. One concern is that the latest technology could scare aware potential leaders from the career field.
UH St. John Medical Center Radiology Supervisor Bryan Bauer, R.T.(R)(CT), started his journey in diagnostic imaging at Bowling Green State University.
Catch up on the latest news from around the diagnostic imaging world.
Check out the latest feature-rich CT devices from major manufacturers.
Published research shows that firms that invest in training for more than 80% of their workforce are able to attract and retain employees better than competitors.
BY JOHN WALLACE
Pa rdon the cliché, but DJ Patel insists that he did not choose a career in imaging leadership. In fact, according to Patel, imaging chose him.
Patel’s journey began, innocently enough, behind the scenes in a basement office or maybe it was in some other windowless room deep inside the hospital. But, let Patel explain.
“I started in the industry as a biomed and took every opportunity to learn about medical equipment. I officially got into the ultrasound imaging side about 3 to 4 years ago,” he says.
“I attended many different training schools offered by various vendors. I knew I wanted to get into management, so I pursued the degree. An opportunity came up at Deborah Heart and Lung Center in Browns Mills,
New Jersey. I applied for it; I was promoted to the new Imaging Informatics (PACS) Manager.”
Patel completed his course work and earned an MBA in 2022, but that came after imaging selected him for a bright future via a rewarding health care career.
“I didn’t choose this field, the field chose me,” Patel says. “An opportunity came up, when we needed someone to learn ultrasounds in our department, so I took the opportunity. I never thought of being in the imaging field. Once I entered the profession it was a whole different world.”
Patel is focused on achieving new heights now that he is in the imaging realm.
“Hopefully, in the next 5 years, I can continue to progress upward in management, where I can help and make a difference for employees and
patients,” he explains. “I love motivating people and listening to the ideas they can bring to the table.”
He enjoys many aspects of his job, especially the cutting-edge technology.
“I really enjoy learning new software, and how I can use my talents to help others make their jobs easier and fix issues so they can do the proper job to help our patients,” he says. “The best thing about my position is making sure I bring my team along with me, so that everyone is properly trained and has the information they need to do their jobs most effectively. The most rewarding thing about my job is patient safety. It’s a blessing to be part a team that everything you do will help someone do their job to help the patients.”
“I am just amazed by the innovation of advanced technology that is being developed for imaging, and how that is being used to help and treat patients,” Patel adds.
Every day brings a new challenge for Patel. He has enjoyed some success that was partially fuled by his previous work as a healthcare technology management professional.
“I have found several bugs in some of the manufacturers’ imaging systems and have been able to quickly correct them with the manufacturer’s help,” Patel explains. “I have also dealt with issues with manufacturers, where they didn’t believe me when I found an issue, and it turned out to be a recall. •
1. What is your favorite hobby? I love music, so I DJ on the side. Music changes people’s moods and with music I can make memories for people at their events by making sure they have a great time.
2. What is your favorite vacation spot? India
3. Favorite food/food combination? Anything my mom or wife cooks is awesome. There are too many great dishes to name just one.
4. 1 thing on your bucket list? Visit Mount Kailesh in Tibet, India.
5. Any secret skills or talents? DJ.
ICE Magazine connects with industry leaders to provide top-quality educational opportunities through its monthly webinar series. Reach key decision makers and imaging leaders with your company's message, while collecting important data for sales.
“I love that ICE webinars help me gain my CEUs, it also helps that they have some of the best presenters/lecturers!”
I love that ICE webinars help me gain my CEUs, it also helps that they have some of the best presenters/lecturers!
- J. Sturm, Nuclear Medicine Technologist, Novant Health Brunswick Medical Center.
- J.Sturm, Nuclear Medicine Technologist, Novant Health Brunswick Medical Center.
“The content is always relevant and timely, very professional presentations.”
The content is always relevant and timely, very professional presentations.
– N. Godby, Director of Radiology, Cabell Huntington Hospital Inc.
– N. Godby, Director of Radiology, Cabell Huntington Hospital Inc.
“Learn about best practices and newer technology.”
Learn about best practices and newer technology.
– K. Stich, Radiology Director,East Market, University Hospitals.
– K.Stich, Radiology Director,East Market, University Hospitals.
It is in the name! Nuclear Camera Services Inc. does exactly what you think it does based on its name alone. Nuclear Camera Services Inc. does it all when it comes to nuclear medicine devices and has been providing quality service for more than a decade. It is crucial to keep gamma cameras properly maintained and regularly serviced to prevent them from malfunctioning or breaking down. Ultimately, it is the patient’s safety Nuclear Camera Services Inc. is protecting by servicing gamma cameras.
For years, the company’s experts have developed the knowledge and experience required to properly service the widest range of gamma cameras available in small, medium and large facilities. Nuclear Camera Services Inc. nuclear gamma camera expertise extends to numerous types of systems. Its experts are able to service single and multiple detector gamma cameras from several manufacturers.
Nuclear Camera Services Inc. CEO William “Bill” Nupnau recently shared more information about the business with ICE Magazine Editor John Wallace.
Q: CAN YOU TELL US A LITTLE ABOUT YOUR COMPANY?
A: Our company just celebrated our 11th anniversary and we have over 40 years of industry experience. We offer
support, maintenance and relocation of nuclear medicine imaging equipment in hospitals and clinics throughout the USA. Equipment can be maintained from the camera purchase to acquisition and processing.
Q: HOW DOES YOUR COMPANY STAND OUT IN THE IMAGING SPACE?
A: The range and variety of equipment, models of equipment and breadth of manufacturers we support can meet almost any need in nuclear medicine. We are your go-to source, especially for legacy equipment.
Q: WHAT IS ON THE HORIZON FOR YOUR COMPANY?
A: To continue being our customers’ first choice for support and who they call when they need top-tier technical support.
Q: IS THERE ANYTHING ELSE YOU WOULD LIKE ICE MAGAZINE READERS TO KNOW?
A: We are also able to source parts for nuclear imaging equipment. •
For more information, visit nuclearcameraservices.com.
UH St. John Medical Center Radiology Supervisor Bryan Bauer, R.T.(R)(CT), started his journey in diagnostic imaging at Bowling Green State University. It is a journey that was borne out of uncertainty. It is also a fast-moving journey with a lot of potential for this month’s Rising Star!
Q: WHERE DID YOU GROW UP?
A: I live in Berlin Heights, Ohio which is a small, rural town around the Sandusky area.
Q: WHERE DID YOU RECEIVE YOUR IMAGING TRAINING/ EDUCATION?
A: I attended Bowling Green State University (Firelands Campus) where I graduated with an Associate of Applied Science Degree in Radiologic Technology.
Q: HOW DID YOU FIRST DECIDE TO START WORKING IN IMAGING?
A: Ironically, I was unsure of what I wanted to do after high school. My thought process was to get into something in the medical field as there would always be a demand for medical field positions. After looking through the health science catalog, radiology stuck out to me and the rest is history.
Q: WHAT IS THE MOST REWARDING ASPECT OF YOUR JOB?
A: The most rewarding aspect of my job is when I can help solve a problem that makes the jobs of my techs easier and allows them to work more efficiently.
Q: WHAT DO YOU LIKE MOST ABOUT YOUR POSITION?
A: In my current supervisor position, I like being able to make a difference in my areas and be somewhat of an umbrella for my departments. I have a wonderful group of techs who honestly make my job so much easier because of how good of a job they do. I care about our department and the people in it which I believe in turn helps those in our department care for their patients and co-workers as well. Being able to manage them on a day-to-day basis and hopefully give them the tools and leadership to make their job easier and provide great care to the patients is what I enjoy the most in my current position.
Q: WHAT INTERESTS YOU THE MOST ABOUT THE IMAGING FIELD?
A: I would say two things. First off, the patient care aspect. I knew I didn’t want to be a RN however I wanted to help people but just not be assigned to take care of them for an entire shift. Radiology allowed me to do that. Secondly, actually acquiring the images always interested me. I liked learning the technology behind radiology and understanding what the equipment is doing in order to obtain the images we see.
Q: WHAT HAS BEEN YOUR GREATEST ACCOMPLISHMENT IN YOUR FIELD THUS FAR?
A: I think my greatest accomplishment thus far is becoming a supervisor. When I was in X-ray school, I honestly would have never guessed that my career would have gone down the road of leadership. I am naturally more of a reserved person so being the person people came to with questions and issues was never a big desire or draw for me. However once I started in the field, I think it just kind of naturally happened. I liked helping and knowing the answers to problems or at least who to go to for the answer. Reaching the level of supervisor is beyond what I envisioned for myself 14 years ago but I’m happy it’s where I’m at now.
Q: WHAT GOALS DO YOU HAVE FOR YOURSELF IN THE NEXT 5 YEARS?
A: In the next 5 years, I hope to continue to grow in my position and further cultivate my leadership abilities. Another goal I have is to complete my bachelor’s degree. •
FAVORITE HOBBY: Spending time with my family
FAVORITE SHOW: Sports (I really don’t watch TV shows)
FAVORITE FOOD: Italian and Mexican food
FAVORITE VACATION SPOT: Hawaii
1 THING ON YOUR BUCKET LIST: Visit Israel
SOMETHING YOUR COWORKERS DON’T KNOW ABOUT YOU: I don’t have any tattoos
BY FAMILY FEATURES
When temperatures creep up again, it signals time for an annual tradition: spring cleaning. While big projects like windows are hard to overlook, don’t forget smaller areas that need attention, too, such as your office or home office.
Making sense of a year’s worth of paperwork and clutter can take some serious time, but getting organized can help you tackle management tasks more efficiently. Making the office a priority can reduce frustration when it comes to spending additional time in your office at work or while working from home.
These five tips can help get you started:
• Make sure you have furniture that can adequately store your stuff, including plenty of space for files, reference books and computer equipment. Pieces need not be costly to be functional and there are plenty of attractive options available online and at both small and major retailers.
• Arrange the space with its intended use and your own work style in mind. For example, if you don’t need ample space to
spread out over a large, flat work area, eliminate that space –it’s simply an invitation for clutter.
• Place items you rely on frequently, such as a calculator or ruler, within arm’s reach so they can easily be put away between uses. Capture these items in containers and bins to keep the space looking neat and free of clutter.
• Establish a filing system that lets you keep track of important papers you need to keep and have a shredder handy to discard of sensitive documents. Whether you alphabetize, color code or use some other method, group paperwork into segments for categories such as bills, banking, health care, auto, insurance and so on for easy access in the future.
• Tangled cords can make even the most organized spaces look messy, and they may pose a fire or tripping hazard. Get control of your cords by storing devices you don’t use regularly and securing the remaining cords with twist ties or clips. Remember to use a surge-protected power strip to minimize the chance of damage should a power surge occur.
Find more tips at eLivingtoday.com. •
Share your RAD IDEA via an email to editor@mdpublishing.com.
As a child, medical imaging manager Jennifer Kirkman dreamed of becoming a space shuttle pilot for NASA. The clearest path she foresaw to that end goal led through the U.S. Air Force, where she would have to distinguish herself from among an elite cadre of fighter pilots in order to get on track to become a shuttle pilot. Kirkman was serious enough that she began speaking to U.S. Air Force recruiters in high school about enlisting.
“Then, I took a step back and looked at the bigger picture, and realized that I am really sensitive to motion sickness, and no one’s going to hire me to fly anything if I’m puking,” she said. “That forced me to re-evaluate my path.”
Throughout high school and college, Kirkman, who grew up on a family farm in North Carolina, worked as a veterinary technician. Part of her role there involved positioning animals for X-ray studies, the film from which she was also trained to hand-develop in an ersatz darkroom made from a converted shower in the clinic bathroom. Kirkman was intrigued by the process, which comprised her first experiences in what would become a medical imaging career.
“I like knowing how things work,” she said. “I’m curious. And I think that’s why I enjoyed X-ray school so much. We got into the physics of, ‘How do you do this? How do things work?’ I find that so interesting. I’m always wanting to learn something new.”
When she continued on to Greensboro College to study biology, Kirkman learned about a hospital-based radiography program that would allow her to earn her bachelor’s degree and X-ray certificate at nearby Moses Cone Memorial Hospital while studying at Greensboro.
“Hospital-based programs at the time were very strenuous,” Kirkman said. “We ended up doing a lot of things independently, but I worked after my clinical hours as a student technologist, so I was working independently before I graduat-
ed. It was a natural extension of that.”
After graduation, she continued to work at Moses Cone until a position in interventional radiology opened up at Wesley Long Hospital, where she remained for the next 15 years of her career. When her supervisor retired, Kirkman took over the position, and held the role until she decided to transition out of frontline supervision. In seeking a managerial role to support her direct-care colleagues, she took an imaging manager position at High Point Medical Center, where she works today.
“I wanted to find a place that had camaraderie amongst the teams, and really had good systems in place for support,” Kirkman said. “I am blessed with amazing leaders that really want to teach the people around them. They’re building us up so we can build our skills, and that is an environment in which I thrive.”
Those supports were tested early, as Kirkman assumed her current role in September 2019, just months before the novel coronavirus (COVID-19) pandemic swept across healthcare systems the world over. As challenging as that time was, she knew it could have been far worse if she hadn’t found a position and work environment for which she felt so well suited.
“I am exactly where I was meant to be for that stage of my life,” Kirkman said. “Everybody was stressed; everybody was short. But being in the place where everybody has that camaraderie with each other, and all the teams could support each other, that made such a tremendous difference during that time period.”
Kirkman has found a comparable level of camaraderie among the broader professional network of medical imaging managers through her participation in AHRA, the Association for Medical Imaging Management. As an imaging manager at a small-town, 350-bed community hospital, Kirkman values the opportunity of her AHRA membership to connect her with the institutional memory of her peers in the organization. She said she frequently leverages its searchable forum and connections with other imaging managers across America to answer questions that arise in the course of her work.
“We have an incredible nationwide membership, and people from all kinds of environments will say what’s working for
them: nonprofit, for-profit, union, government; all the different types of spaces, we have folks from there, and so you can get their experience to pull from,” Kirkman said. “I love the team and the connection with some of the folks that I’ve met over the years. The organization as a whole really is doing a lot of work to forward leadership education.”
Beyond the value of her membership, Kirkman also gives back to AHRA, volunteering at its annual meetings, participating in the curriculum committee and aspiring leaders track, and embracing opportunities for travel to network with her colleagues. When a recent annual meeting was held in Anaheim, California in 2017, the Kirkman family took the trip together, and tacked on a couple additional days to do some sightseeing.
“I really want to do more,” she said. “It’s a lot of work, but if we don’t do it, we’re setting ourselves up to fail, and setting up the people we’re relying on to take care of us to fail. I want to leave the world a better place than the way I found it. If we’re not actively trying to make something better, it’s slowly slipping away. You have to be the change you want to see.”
Kirkman has never stopped learning and changing. In 2020, she graduated with her master’s degree in health administration from Pfeiffer University; this year, she will apply to be an AHRA fellow. It’s all part of her lifelong commitment to continuing education.
“I want to learn something new,” she said, “and if I’m not doing that, then I don’t want to become unrelatable. I want to be connected, and if I am not continually learning and trying to be a better version of myself, then I am going to find myself disconnected, and I don’t want that. When you love what you’re doing, then you can push yourself out of what you thought was possible.”
Kirkman and her husband, Reed, have been married for 22 years. They share an acre of the family farm with their daughter, Eliza, and niece, Abbie. Together, they care for two dogs and 10 chickens, along with a farm’s worth of pine trees, which they cultivate. When they’re not at work or home, the family enjoys traveling together, especially to Jennifer’s favorite spot, the Outer Banks. There, she is most at peace re-reading J.R.R. Tolkien among the dunes.
“There’s just something about sitting in your beach chair under your umbrella, and listening to the waves,” Jennifer Kirkman said. “It’s such an incredible factory reset.” •
Jennfer Kirkman says that her love of the beach comes from her granddad. “Best legacy ever!”
Jennfer Kirkman’s daughter Eliza takes the family us to light-speed in the Millennium Falcon.
Jennfer Kirkman went sightseeing and saw the Grand Canyon after one recent AHRA conference in Phoenix.
Jennifer Kirkman and her husband, Reed, celebrated their 15th anniversary on a Disney Cruise.
Building on a long-term artificial intelligence (AI) collaboration, GE HealthCare used NVIDIA technology to develop its recent research model SonoSAMTrack, which combines a promptable foundation model for segmenting objects on ultrasound images called SonoSAM. SonoSAMTrack focuses on segmenting anatomies, lesions and other essential areas in ultrasound images. SonoSAMLite is a streamlined version of SonoSAMTrack.
“GE HealthCare is committed to investing in innovative technologies that help tackle some of the industry’s biggest challenges. Our vision is to accelerate advancements in medical imaging by introducing foundational AI technologies, thereby empowering data scientists to expedite AI application development and eventually help clinicians and enhance patient care. By utilizing these versatile, generalist models, we aim to adapt more efficiently to new tasks and medical imaging modalities, often requiring far less labeled data compared to the traditional model retraining approach. This is particularly significant in the healthcare domain, for which data is especially time-consuming and costly to obtain,” GE HealthCare Chief AI Officer Parminder Bhatia said. In health care, leveraging AI to enhance patient care, streamline operational efficiencies, and make informed decisions has become increasingly important. Traditionally, the approach to integrating AI into health care systems required the retraining of models to accommodate the unique requirements of different patient populations and hospital settings. This conventional method can lead to heightened costs, complexity, and the need for specialized personnel, therefore hindering the broad adoption of AI technologies
in health care domains. Foundation models have risen to prominence because of their ability to operate as human-inthe-loop AI systems, garnering significant attention.
Foundation and generative AI models could play a crucial role by enabling swift adaptation to various diseases, facilitating screening, early detection, tracking progression, and identifying non-invasive biomarkers with minimal training requirements, such as zero-shot or few-shot settings. In a recent study conducted by GE HealthCare, its research project, SonoSAMTrack, showcased high performance across seven ultrasound datasets, encompassing a wide range of anatomies (adult heart and fetal head) and pathologies (breast lesions and musculoskeletal pathologies), as well as different scanning devices. Notably, it outperformed competing methods by a substantial margin. In addition, SonoSamTrack exhibited enhanced performance metrics in terms of speed and efficiency, requiring only 2-6 clicks for precise segmentation, thus minimizing user input. This achievement was made possible through distillation and quantization techniques, utilizing the NVIDIA TensorRT software development kit and other capabilities for quantization-aware training.
“Combining NVIDIA’s accelerated computing and AI technology stack with GE HealthCare’s medical imaging expertise will help enhance patient care by making ultrasound diagnostics quicker and more accurate,” said David Niewolny, director of business development for healthcare and medical, NVIDIA. “This collaboration underscores the importance of using AI for life-saving advancements and setting new standards in health care.”
DirectMed Imaging – a supplier of aftermarket medical imaging parts, systems, and training – recently announced the acquisition of Houston-based Titanium Medical Imaging, a company with vast expertise in Canon/Toshiba medical parts and systems.
With the addition of this inventory and expertise, DirectMed Imaging can now offer customers across the globe immediate access to mission-critical inventory for all four major original equipment manufacturers (OEM). DirectMed Imaging will also expand its engineer training offering to include Canon/Toshiba MRI and CT equipment.
“This is our fifth acquisition in just over four years. It’s been an exciting time taking strategic steps all aimed at providing our customers with the most robust inventory and technical expertise available for diagnostic imaging parts and systems,” said Brad de Koning, DirectMed Imaging CEO. “Titanium Medical has built a terrific business with highly specialized product exper-
tise. We’re fortunate to now add their deep knowledge of Canon/Toshiba parts and systems to our already robust offerings.”
“We have spent 14 years laser-focused on Canon/ Toshiba medical parts and systems, which has made us very unique in the marketplace,” said Titanium Medical Founder Michael Feezor. “We feel that it is the right time for our company to join forces with DirectMed Imaging so we can provide that level of expertise on a much larger scale, internationally. The work we do keeps critical systems up and running, and now we have the ability to greatly expand our reach and impact.”
Titanium Medical Imaging will continue operating under its existing name until May 2024, at which point it will adopt the DirectMed Imaging brand. In November of 2023, DirectMed Imaging unveiled a new brand platform including a new logo and inspiring brand concept, Comprehensive Made Simple. DirectMed Imaging, also owns subsidiaries, LBN Medical ApS and ScanMed LLC.
GE HealthCare has announced the U.S. FDA 510(k) Clearance of IONIC Health’s nCommand Lite technology. The vendor-agnostic, multi-modality nCommand Lite system will be distributed exclusively by GE HealthCare and will provide remote patient scanning support, remote access for viewing/ review of images, as well as the ability to connect to remote experts who can provide real-time guidance to the licensed technologist operating the scanner. Off-site experts can use these features to aid in training, procedure assessment and scanning parameter management. IONIC Health’s nCommand Lite includes multi-modality capabilities in support of magnetic resonance (MR), computed tomography (CT), and positron emission tomography/CT (PET/CT) scanning. (NOTE: Images reviewed remotely are not for diagnostic use.)
A recent study found that 80% of radiology departments are suffering from staff shortages. Additionally, the most recent 2023 American Society of Radiologic Technologists (ASRT) Radiologic Sciences Staffing and Workplace Survey found that vacancy rates are the highest they have been since the survey was initiated in 2003. Health systems grappling with operational challenges and workforce shortages are
increasingly looking for innovative solutions to increase their flexibility in staffing, scheduling, and operational structure to better meet the growing needs of their patient population.
GE HealthCare offers multiple solutions to streamline workflows, increase efficiency, and ease the burden of staff shortages, including effortless operations to assist with remote scanning, training, protocol management, and collaboration. To further enhance its remote operations portfolio, GE HealthCare launched an FDA-cleared new version of Digital Expert Access and announced an exclusive distribution agreement with IONIC Health in November 2023.
The nCommand Lite system is designed to enable offsite experts to remotely provide real-time guidance to the licensed technologist operating the scanner and includes vendor-agnostic, multi-modality capabilities, offering a differentiated remote scanning solution that helps streamline workflow across disparate imaging fleets. Additionally, a remote user can be connected to multiple scanners, and the technology is designed for low bandwidth consumption for an optimized user experience, enabling seamless collaboration.
Clear Guide Medical has announced FDA clearance for the Clear Guide Scenergy computer-aided instrument guidance system, alongside the new TP Access Tool with SteriGRID.
Clear Guide Scenergy is a state-of-the-art system that delivers remarkable accuracy to enhance image-guided diagnostic and interventional procedures, according to a press release. Leveraging image fusion, instrument recognition and tracking, multi-modal markers and target planning functionalities, the system provides clinicians with a solution for in-suite MR guided transperineal procedures.
“We are thrilled about the evolution of the Scenergy product. While we always believed it would have a profound impact on cancer screenings, the clinical results for transperineal interventions have been truly remarkable,” says Clear Guide Medical CMO Dr. Nick Karahalios.
“This latest FDA clearance exemplifies our commitment to advancing medical technologies for the benefit of patients and health care professionals,” says Clear Guide
Medical COO Patrick Duke.
The FDA’s determination underscores the device’s compliance with regulatory standards, paving the way for its application in transperineal interventions as a new standard of care. This new application is a testament to CGM’s dedication to tailoring its patented technologies to meet emerging clinical needs.
For transperineal biopsy procedures, the Clear Guide Scenergy-TP allows clinicians to guide biopsy needles through the perineal skin into the prostate, minimizing the risk of contamination associated with transrectal biopsies. According to the Mayo Clinic, this approach substantially eliminates the risk of sepsis compared to the risk associated with transrectal biopsy methods. The device further allows the diagnosis and treatment of metastatic lesions not available with transrectal procedures, which is reflected on the study featured on ClinicalTrials.gov.
Based on its long-term artificial intelligence (AI) partnership, GE HealthCare and Mass General Brigham plan to integrate medical imaging foundation models into their AI research work, with a strong focus on responsible AI practices. Both organizations have been working closely on AI solutions since announcing their 10-year commitment in 2017 to explore the use of AI across a broad range of diagnostic and treatment paradigms through sustainable AI development.
“The relationship between Mass General Brigham’s commercial AI business (Mass General Brigham AI) and GE HealthCare has helped accelerate the introduction of AI into a range of product offerings and digital health solutions. With foundation models, we are witnessing the next wave of AI innovation, and it is already reshaping how we build, integrate and use AI,” said Dr. Keith Dreyer, chief data science officer, Mass General Brigham. “I think we are all optimistic that foundation models may actually complement and enhance the
work we have been doing with convolutional neural networks over the past few years. Hopefully, this work will help make healthcare delivery more efficient for our practitioners, more accessible for our patients and more equitable for our diverse communities.”
The traditional approach to integrating AI into health care systems requires the retraining of models to accommodate the unique requirements of different patient populations and hospital settings. This can lead to increased costs and complexity, and in addition, hinder the broad adoption of AI technologies in the health care industry. Foundation models have the potential to transform health care by improving workflow efficiency and imaging diagnosis, since they have demonstrated strong capabilities in solving a diverse set of tasks. Foundation models have emerged as a reliable and adaptable foundation for developing AI applications tailored to the health care sector.
Siemens Healthineers recently announced the Food and Drug Administration clearance of the MAGNETOM Terra.X, a second-generation clinical 7-tesla magnetic resonance imaging scanner that dramatically advances the capabilities of 7T MR scanning with new hardware and XA60A software. The MAGNETOM Terra.X is the successor to the MAGNETOM Terra, which debuted in 2017 as the world’s first 7T clinical MR scanner, enabling extremely high-resolution imaging. An upgrade to the MAGNETOM Terra.X for installed MAGNETOM Terra systems was included in the FDA clearance, as was an upgrade for the MAGNETOM Terra to the XA60A software version.
“The MAGNETOM Terra.X builds on our engineering achievements as pioneers in 7T MRI by providing the ultrahigh-field community with the necessary tools to offer higher-quality patient care not just in neurological imaging, but also in the knee,” said Katie Grant, vice president of magnetic resonance at Siemens Healthineers North America. “Additionally, this scanner supports key research initiatives pertaining to neurodegenerative disease, which is a major concern for our aging population.”
The new Ultra IQ Technology of the MAGNETOM Terra.X
introduces an unprecedented level of image quality for 7T scanning. The world’s first clinical eight-channel parallel transmit architecture enables a degree of image clarity that reveals even extremely subtle pathological details.
The MAGNETOM Terra and MAGNETOM Terra.X with syngo MR XA60A software have Deep Resolve, the company’s deep learning-based image reconstruction technology that has been trained specifically with 7T data to deliver new levels of speed and image resolution at 7T. For example, the combination of Deep Resolve and accelerated acquisition techniques such as high parallel acquisition can enable a routine high-resolution brain and knee exam in under 20 minutes, which is a dramatic improvement for 7T. Additionally, the scanner’s new, high-performance gradient system delivers exceptional diffusion imaging and functional MR imaging.
The scanner’s multinuclear option permits clinical imaging of substances in the body – for example, sodium in the brain and phosphorous in muscle tissue – that are not as easily visualized with standard MR field strengths. The ability to perform this type of imaging adds a metabolic component to the already exceptional anatomical imaging capabilities of 7T MR.
Siemens Healthineers recently announced the Food and Drug Administration (FDA) clearance of the CIARTIC Move, a mobile C-arm with self-driving capabilities. The system accelerates and standardizes 2D fluoroscopic and 3D conebeam computed tomography (CT) imaging for surgeons and operating room teams in hospitals and outpatient facilities, bringing consistency to automated workflows and reducing imaging time during operations. Designed to address the needs of orthopedic, trauma, and spine surgery, the CIARTIC Move also can be used in thoracic, vascular, cardiovascular, and general surgery, as well as urology and interventional pulmonology.
“With the FDA clearance of the CIARTIC Move, Siemens Healthineers proudly introduces our first self-driving mobile C-arm, which can provide much-needed relief for overtaxed operating room teams by automating and accelerating intraoperative imaging workflows to a previously unseen degree,” said April Grandominico, vice president for surgical therapies in the advanced therapies business at Siemens Healthineers North America.
The CIARTIC Move has the potential to address challenges related to intraoperative imaging caused by staff shortages and overloaded surgical teams in the operating room (OR). During many OR procedures, the C-arm must
be repositioned frequently to give surgeons the exact anatomical views they need. With conventional mobile C-arms, this repeated manual repositioning can be stressful, time-consuming, and prone to error. The CIARTIC Move is fully motorized from the C-arm down to its wheels, with self-driving capabilities to automate imaging workflows and drive consistency. These automated workflows reduce the time, effort, and workforce capacity required to manually move and position the C-arm. Up to 12 procedure-specific positions can be stored along with related imaging parameters. During a procedure, the stored positions and imaging parameters can be recalled at the touch of a button, without prolonged discussion between the surgeon and OR team. This level of automation helps the surgeon and OR staff easily reproduce images at the desired angle or return the C-arm to park and table positions. A single user can fully operate the system remotely via a wireless control, even from within the sterile field.
The system can be moved effortlessly due to its fully motorized chassis and touch-sense handles. Active sensing technology protects against collision by scanning for obstacles while in transport mode and stopping all motorized movement if an obstacle is detected. •
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STAFF REPORT
The ICE webinar “Technical and Clinical Insights into Ultra-low-field MR Imaging – An Emerging Paradigm in Medical Technology” sponsored by Hyperfine hit the highest registration and attendance numbers ever! The session recorded 252 registrations with 112 imaging professionals logged in for the live webinar. It is approved for 1.0 ARRT Category A CE credit by the AHRA.
Co-presenters Hyperfine Inc. Senior Manager of Customer Success and Clinical Support Susan Rowan and Hyperfine Inc. Vice President of Medical Affairs Edmond Knopp, MD, provided a comprehensive exploration of portable ultra-low-field MR imaging, delving into the current technology landscape with a detailed overview and emphasis on safety considerations.
The expert presenters identified and discussed the unique benefits portable MR imaging brings to the patient experience, shedding light on its potentially transformative impact on health care delivery. In addition, they examined the clinical advantages of portable MR imaging and provided insights into its varied applications.
Attendees were able to gain a nuanced understanding of the clinical use cases that define this cutting-edge technology and enhance their knowledge by
learning through real-world clinical examples.
A question-and-answer session added even more knowledge sharing to the session.
Attendees were asked “Why do you join ICE webinars?”
“To keep abreast of the latest trends in medical imaging,” Radiology Administrator Jeff Kennelly said.
“To help increase my knowledge and become a better technologist,” said Mary Patel, an MRI technologist with Jefferson health.
“To learn!” exclaimed Stephanie Sczepankiewicz, a diagnostic imaging manager with South Bend Orthopaedics.
“Always informative and innovative,” shared John Salamon, director of clinical operations at Desert Radiology.
A recording of the webinar is available for on-demand viewing at theicecommunity.com/webinars. It is sponsored by Hyperfine Inc, the groundbreaking MedTech company that has redefined brain imaging with the Swoop system—the world’s first FDA-cleared, portable, ultra-low-field, magnetic resonance brain imaging system capable of providing imaging at multiple points of care. •
For more information, visit ICEwebinars.live.
Co mputed tomography (CT) is a medical imaging technique that uses X-rays and computer technology to visualize cross-sectional images of the body. CT scans provide detailed images of bones, soft tissues and blood vessels.
According to Coherent Market Insights, the global computed tomography market was valued at $7.9 billion in 2023 and is forecast to reach a value of $12.3 billion by 2030. It is expected to grow at a CAGR of 6.5% between 2023 and 2030.
Increasing collaborations among key market players is expected to drive the global computed tomography market growth over the forecast period. For instance, on April 19, 2023, Kromek Group plc, a developer of radiation detection and bio-detection technology solutions for the advanced imaging and chemical, biological, radiological, and nuclear (CBRN) detection segments, and Analogic Corporation, a health care company, announced that both companies collaborated together for the development of next-generation Cadmium Zinc Telluride (CZT) based detector solutions for Photon Counting Computed Tomography (PCCT) applications in the medical imaging and security sectors.
An increasing adoption of inorganic growth strategies such as distribution agreements among key market players is also expected to fuel the overall computed tomography market growth.
Increasing product approval is also expected to fuel market growth during the forecast period. For instance, on May 30, 2023, GE HealthCare announced
that it had received an approval from the U.S. Food and Drug Administration for new deep learning solution for enhanced image quality in PET/CT (Positron Emission Tomography/Computed Tomography). Precision DL for PET/CT is the latest addition to GE HealthCare’s Effortless Recon DL portfolio of deep learning-based solutions – which also includes AIR Recon DL for MRI, TrueFidelity for CT, and Helix DL for X-ray to significantly improve image quality.
Among product types, the stationary CT scanners segment is dominant during the forecast period in the North America region.
Among applications, the oncology segment is expected will be dominate the market over the forecast period because of the increasing number of partnerships among key market players. For instance, in 2022, Xoran Technologies announced a partnership with West Virginia University (WVU) to a develop PET/CT scanner for head and neck cancers (HNCs). The partnership’s goal is to improve the ability to effectively treat head and neck cancers.
Reports from other research firms also predict growth in the global CT market.
The global computed tomography (CT) scanners market size is projected to grow from $6.95 billion in 2023 to $10.19 billion by 2030, according to Fortune Business Insights.
Precedence Research states that the global computed tomography market size was estimated at $5.68 billion in 2022 and is expected to hit around $10.92 billion by 2032 with an increased CAGR of 6.8% from 2023 to 2032. •
*Disclaimer: Products are listed in no particular order.
The SCENARIA View is a powerful, 128-slice premium performance CT solution that provides dependable routine application capabilities with available advanced clinical modules for interventional CT, extended coverage shuttle scanning (for perfusion exams), cardiac CTA and dual energy examinations. Powered by Fujifilm’s REiLI artificial intelligence, Fujifilm’s 3D auto positioning camera ensures optimal positioning of the patient within the gantry to acquire the scanogram images. The ceiling-mounted 3D camera recognizes the entire body anatomy, enabling the technologist to plan the CT scanogram with precision and efficiency through the console. Additionally, the 3D auto positioning camera combined with the feature called AutoPose enhances scan workflow and dramatically reduces examination time by automating and shortening the operator’s procedure steps.
GE HealthCare’s new Revolution Ascend platform represents a new platform-based solution with built-in scalability for onsite CT detector upgrades from a highly efficient 20 mm coverage system for routine scanning to a more advanced 40 mm coverage system that improves low contrast detectability. This design enables health care systems to invest in the clinical capabilities they need today, while also enabling growth in the future – all without replacing the gantry.
The platform also introduces True Enhance DL,1 which uses a dedicated Deep Neural Network (DNN) designed to generate deep learning-based 50 kev monochromatic-like images from single-energy CT images. It is designed to increase contrast resolution for confident diagnoses, even for challenging oncology cases and other exams. The AI-based solution provides clinicians a simple workflow and incredible image quality without a radiation penalty.
1. True Enhance DL is 510(k)-pending with the U.S. FDA. Not available for sale in the United States
The Koning Vera Breast CT (KBCT) is a stateof-the-art TRUE 3D breast imaging device designed to enhance the accuracy and comfort of breast cancer exams; it is the only FDA approved device of its kind and is commercially sold around the world. Unlike traditional mammography, which relies on compression, KBCT utilizes cone beam technology to provide real 3D images of the breast, offering exceptional spatial resolution without the need for painful compression. This device significantly improves how clinicians visualize and evaluate breast tissue, ensuring a more comfortable exam experience for patients. With a rapid 7-second scanning time per breast, and radiation doses comparable to standard mammography, KBCT represents a significant advancement in breast imaging technology, making it a valuable tool in the early detection and diagnosis of breast cancer.
Siemens Healthineers SOMATOM Pro.Pulse is a dual-source computed tomography scanner designed to be more affordable for a wide range of health care facilities, including outpatient diagnostic centers. The scanner combines the power and speed of dual-source CT technology – two X-ray tubes and two detectors – with embedded artificial intelligence and user assistance features to deliver workflow efficiencies. Dual-source CT allows for high temporal resolution, which, along with scan speed, is important for cardiac CT scans to limit artifacts caused by breathing or cardiac motion. In recent years, interest in CTs cardiovascular applications has increased in the U.S. This interest may be attributed in part to a 2021 decision by the American College of Cardiology (ACC) and the American Heart Association (AHA) to give cardiac CT angiography (CCTA) its highest recommendation as a frontline test to evaluate patients with stable and acute chest pain who have no history of coronary artery disease. •
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In this month’s edition of the Director’s Circle, ICE Magazine asked imaging leaders about CT devices. Information gathered ranges from the latest must-have features to what to look for when buying a new CT scanner. Participating in the roundtable discussion are:
• Seidman Cancer Center Radiology Supervisor Les Ciancibello, RT, (R)(CT);
• University Hospital’s Cleveland Medical Center CT Scan Supervisor Suzie Dodson, BA, RT (R)(CT); and
• Barnes-Jewish Hospital CT Clinical Applications Specialist Lauren Hesterberg.
Q: WHAT ARE SOME MUST-HAVE FEATURES WHEN PURCHASING A NEW CT SCANNER?
Ciancibello: Wide “Z” coverage and fast rotation speed.
Dodson: Fast rotation time and larger detector coverage area for fast and high-quality scanning, and advanced safety features that make the patient experience more positive.
Hesterberg: Technologists and CT departments across the country are working with growing volumes of patients and adapting to great advances in technology; with these great opportunities and fast-paced working environments, patient safety must be incorporated to support technologists. Built-in and customizable features are heavily investigated in the clinical environment to help support the workflows currently in place. For example, any opportunity for the CT scanner and injector system to automate the protocol to perform based on the information coming from the EHR, would be a
highly sought after technology that supports patient safety and workflows.
2. WHAT ARE THE 2 OR 3 MOST IMPORTANT FACTORS WHEN SELECTING A NEW CT SCANNER?
Ciancibello: Ease of use for the end user, highly reliable, dedicated workflows.
Dodson: A user friendly machine with the latest advanced technology and ability to do scans that will reflect our hospital’s mission, “To Teach, To Heal and To Discover.”
Hesterberg: The newest forms of dose-reduction technology, software algorithms to increase image quality, and dual energy capability are the top factors implemented and continuously improved upon in an academic CT department. Radiation dose reduction will continue to be a focus with CT imaging so that ALARA is a focus for continuous quality improvement. Scanning techniques that utilize advanced filtration, such as Sn150, allow for up to 60% dose reduction in some applications. The newest form of iterative reconstruction should be on the scanner, which allows for another level of dose reduction. Software algorithms to assist with metal artifact reduction, beam hardening, and the capability to create additional reconstructions for dual energy scans will be integral in a modern CT unit.
3. WHAT ARE SOME TIPS FOR CREATING AN EFFICIENT CT DEPARTMENT?
Ciancibello: You must have highly trained staff to run an efficient CT department. As we have seen over the years
LES CIANCIBELLO
SEIDMAN CANCER CENTER
SUZIE DODSON
of CT technological advances – no matter how “fast” the machine can image a human – if you do not have technologists and support staff along with an optimized workflow process then productivity will not increase.
Dodson: Great communication skills between all employees involved in scanning from registration, to nursing to technologist to radiologist. Highly trained technologists that understand “the what, the way and the why” of scanning and not just how to use the machine to get the images requested.
Hesterberg: First, it is useful to utilize the technology that is available to help support the technologists. For example, any optimization with the EHR or with the scanner itself should be investigated. A few areas that have assisted with efficiency include auto-sending of images and utilization of vendor platforms to auto-create reconstructions to save technologist’s time. Beyond technology, creating a space for continuous improvement using the PDSA model has built an environment of adaptability as well as increased comfort with change. When the technologists are actively looking for ways to improve, they identify the most opportunities to increase efficiency that also have the biggest impacts.
Ciancibello: I feel it is most important to work with the physician groups. It is critical that they understand the limitations of the technology that is being purchased.
Dodson: Radiologists should always be involved to understand the functions of the machine and if there is any new technology that we can utilize regarding research or innovation. Also, to get input from technologists that are going to be working on the machine on a daily basis should be considered.
Hesterberg: At Barnes-Jewish Hospital, the ICU and emergency departments have been great partners for the CT department. The patients from these depart -
LAUREN HESTERBERG
ments generally have the highest acuity and require advanced levels of care, so involvement from these partners has helped ensure patients receive the highest quality of care while in the CT department. The ICU team was heavily involved during the onboarding of a new portable CT unit and a fixed CT unit, which are both located in the ICU department, but operated by radiology. Working together to build a standard of care for patients imaged in the ICU helped ensure each department was aware of expectations as well as how to utilize the scanner. When onboarding the portable CT unit, the ICU nursing teams were allowed to ask questions during training so they could best understand how the unit operates while in a patient suite. Building relationships early with these teams has helped all involved gain a better understanding about how each department operates and then subsequently work better together when operating new equipment.
Ciancibello: Computed tomography is the “go-to” technology. It is fast, has relatively easy access, and little if anything can hide from it.
Dodson: There is more to CT than just scanning routine brains and abdomens, the technology and capabilities of CT is ever growing, and CT technologists take pride in leading the future of advanced imaging.
Hesterberg: CT is an imaging modality that is heavily used due to the ability to image quickly and gain the most information about the patient in a short amount of time. Vendors are building platforms to take CT imaging a step further and utilize AI to assist in the patient care plan. Because of these continuing advancements, it will be crucial for leaders to remain abreast of new technology to set their teams up for the best success, which ultimately leads to the best quality of care for the patients served. •
This month’s article was sponsored by AllParts Medical For more information on this company, visit allpartsmedical.com.
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In 2023, a group of researchers at the University of Arkansas for Medical Sciences conducted what they described as “a social listening study” of medical students discussing careers in radiology on the Internet forum r/medicalschool, a subgroup of the Reddit. com network. Their stated purpose was to delve into student perceptions of radiology, comparing stated attitudes towards the specialty vis-à-vis other potential career paths in medicine.
The research relied upon natural language processing (NLP) software “to identify positive and negative sentiment associated with the key factors associated with a career in radiology.” Among the top keywords associated with negative sentiment scores was the phrase “AI,” or artificial intelligence. The researchers concluded that “the fear that the advancement of machine learning could lead to a decline in job opportunities for radiologists in the future has made radiology a less desirable specialty for some students considering entering the field.”
Whether that takeaway is based on older anxieties reflected in the breadth of commentary upon which the study was sourced – a 13-year window of discussions from 2009 to 2022 – and not necessarily any shift in attitudes since, the consideration nonetheless may persist among some segment of medical students that AI-powered technologies are an unwelcome and possibly prohibitive new reality of the radiology profession.
If that’s a contemporary concern, it may be one that comes to influence future career paths
in the medical imaging space. The use of artificial intelligence in radiology isn’t slowing any time soon; in fact, its continued expansion is a near certainty. But is AI-powered technology the career (interest) killer that it’s been made out to be?
Peter Shen, head of digital health
North America for Siemens Healthineers, thinks part of the frustration around the buzzword-y topic of AI has less to do with the potential value of the technology itself and far more to do with the problems it might best be suited to solve.
“What I’m hearing anecdotally from radiologists and others is a frustration on the dependency on managing all this clinical data that’s come before them,” Shen said. “I think trying to either input it or find clinical data on the patient through the various IT systems that they interact with, that’s maybe creating some of the fatigue we’re seeing.”
In his discussions with physicians, Shen said many may still labor “to get the full picture of the patient” in their diagnostic efforts. Even if radiologists have accurate imaging studies and
notes from referring physicians, they might not easily be able to compile other relevant patient information from different departments within their own health system, or to easily access medical histories from electronic health records (EHRs). Shen recalled a conversation with one physician, who described the multidisciplinary tumor boards at their institution as chaotic.
“They said, ‘We’re shouting medical record numbers across the room so somebody can go into that EHR system to pull that patient and see it in context with the radiology image that’s on the screen,’ ” Shen related.
“I think that’s where we’re seeing some of these frustrations with the systems,” he said; “I don’t think it’s directed specifically at AI. We have all these different, siloed pieces of data that clinicians want to have access to so they can make that personalized treatment decision for their patients. These IT systems are not necessarily talking to one another.”
Shen believes that emerging, AI-powered technologies can help to meet physicians’ demands for fuller pictures of their patients’ individualized needs across various spectra of clinical evaluations, as well as deliver treatments that are tailored to the individual circumstances of those patients.
“We’re seeing a lot of discussion about what I would call multimodal AI activity,” Shen said:
“AI not just used in the discipline of radiology, but in combination with radiology imaging or pathology imaging. The challenge is bringing this multidisciplinary data together, and having AI help that clinician make that more personalized treatment.”
As AI-powered technologies continue to emerge, the business case for their application to the data-rich environment of medical imaging turns on the opportunity that they may help contextualize different, siloed pieces of clinical data. Such technologies can be especially useful
if they follow open-standard cataloguing of such data while maintaining their native formats, and ensuring that clinical information is preserved in the act of compiling everything.
“It’s about making that data actionable,” Shen said. “Can you leverage tools like AI to derive some sort of clinical conclusion by taking a look at all this multimodal data, and leveraging it to make these different clinical decisions?”
understand the rationale behind why AI has made that clinical decision or has come to that conclusion that the algorithm has made,” he said.
“In terms of transparency and ‘removing the black box’ around artificial intelligence, we see that as an important aspect of driv-
“Technological revolutions typically appear to be job-killers, and then end up to be jobexpanders. Initially, people were concerned that they could not expect to have a long career because machines would replace them, but these tools expand peoples’ ability to do what they do best with creativity and insight .”
- Morris Panner
Shen further believes that the next generation of health care workers has already developed at least some familiarity with AI-powered technologies in their personal lives outside of the scope of imaging. Whether in interactions with public demonstration projects like ChatGPT, BingAI, or Midjourney, it’s likely that the new crop of imaging professionals already will have had at least some casual interaction with AI in a broader, global context before those people experience AI in a medical environment. Those early, casual experiences may have the potential to de-stigmatize the technology for them later in their careers, when AI-powered software becomes more professionally relevant.
“AI technology itself is not inhibiting attraction to our particular segment of health care,” Shen said. “But as the next generation becomes more dependent on a technology like AI, those future health care workers do need to make sure that they still have the clinical understanding as to why the algorithm came to the clinical conclusion that it’s suggesting.”
“I think sometimes we forget that it’s not just teaching the radiologist to use the AI, but it’s how to use the AI, and that they
ing responsible AI – not just teaching ourend users how to use these AI applications, but also educating our users as to why and how they’re coming to the conclusion that they’re coming towards.”
How AI is positioned in the clinical workflow has a lot to do with the conceit of “responsible” AI, Shen said; a notion that encapsulates the back-end work that goes into training machine-learning algorithms to minimize implicit bias, and extends to the adoption of AI-powered solutions in the clinical setting. Far from a “set it and forget it” approach, AI processes are certainly capable of tremendous accuracy, specificity, and speed; however, without attention to the boundaries of those processes to which it is applied – including end-user education – confidence in the conclusions that they draw may not be high, or even exist at all.
A successful relationship among AI-powered software and the physician team that helps patients make the best decisions for their health care involves assuring its place as a companion to the existing processes, and not a replacement for a strong physician-patient relationship.
“We recognize that there is still a valuable relationship between the physician and the patient, and that trusting relationship has to be preserved,” Shen said. “So, how do you inject that AI technology into that relationship? That AI solution is now back-
ing up that physician with quantitative and qualitative data that inform a higher level of confidence. It can be that partner that’s backing up the physician in their relationship with the patient.”
Although subsequent generations of clinical professionals may have less of an apprehension around AI-powered technologies if they’ve grown up with them personally and professionally, in the future, Shen said the chief concern around AI may shift to certifying that clinicians and the teams that enable AI-powered decision support understand not to take the technology for granted.
“Pathology is going through this digital transformation that radiology went through 20 years ago,” he said. “I think the potential excitement for people getting into this space, and even for radiology today, is the opportunity for technology like AI to become a solution that can take in all this additional clinical information, and then create this quantitative or qualitative clinical data that that clinician wouldn’t have the capacity to gather on their own. Then, you’d get broader context about that patient and the patient’s history, the other interactions that patient has had in the health system, and be able to summarize that information and put it in context with the exam for that patient.”
The utility of those technologies can also vary based on the environments in which it’s deployed. Shen points out that the presumption of available, digital clinical information that’s somehow siloed from the imaging space might not be as abundant in certain environments, be they rural health care centers, community hospitals, or any circumstance designed to support an underserved population.
“That creates even more challenges for that radiologist owing to the manual effort that they have to do to gather this information about the patient,” Shen said. “This is where AI can do a lot of that work of gathering the data; the repetitive work of measuring, contouring, characterizing certain things, freeing up the radiologist to spend more time with the patient. We see AI having a significant impact in health systems that serve patients in rural and underserved populations.”
also in freeing up health care professionals to devote their time and resources to the most demanding aspects of their job.
“The idea really is that we’re at the cusp of yet another pretty interesting technological revolution,” Panner said. “Technological revolutions typically appear to be job-killers, and then end up to be job-expanders. Initially, people were concerned that they could not expect to have a long career because machines would replace them, but these tools expand peoples’ ability to do what they do best with creativity and insight.”
Rather than devoting a significant amount of the workday to tasks like measurements, queuing, and cross-vendor study comparisons, Panner foresees the utility of AI-powered technologies in moving towards precision, or personalized, medicine by helping to free up radiologists to apply their time and energies to making higher-level assessments about their patients’ clinical conditions.
“People who said, ‘A machine is going to be able to detect this or that composition better than me,’ that’s not what medicine is about, and it’s not what human creativity is about,” he said. “We’re going to figure out things that we couldn’t imagine.”
Panner pointed to the future expectations of a generation of multidisciplinary physicians who may leverage their health care backgrounds as entry points into different work environments, be they technology- or practice-driven. In an era of consolidating patient pools, health systems, and physician networks, the shift towards information management will inform even more tomorrow than it does at present.
“Ten or 20 years ago, you would have seen more physicians trying to set up a private practice and become a small to medium-sized business owner,” Panner said. “Now you see more and more physicians joining big practices, or academics. They’re focused on being part of an effort to change the way information is used in their practice.”
Morris Panner, president of the Raleigh, North Carolina, and Montréal, Quebec-based Intelerad Medical Systems, believes that the utility of AI-powered technologies doesn’t just lie with clinical decision-making support or workflow enhancements, but
“I think it’s a good thing; it’s a different thing,” he said. “Every generation of physicians has a different focus. You’re getting a generation of physicians today who are multidisciplinary by nature. They have degrees in engineering, or mathematics, or computer science, or other things that make them think very broadly. That’s an expanded view of what a physician can do and can contribute.” •
BY HARLAN GIBBONS
Computed tomography (CT), colloquially known as “catscan” or CT, has emerged as a technological marvel within the medical domain since its inception in the 1970s.
Over the years, significant advancements in technology have revolutionized the diagnostic capabilities of this imaging modality, making it both more efficient and safer for patients. According to a 2007 estimate, the number of CT scans performed annually in the United States alone had skyrocketed to 62 million, a stark contrast to the mere 3 million scans conducted in 1980. It is evident that this remarkable modality has evolved into the apex of diagnostic imaging. Let us now explore some of the advantages CT has ushered into the field, alongside highlighting its key features, and offer valuable service tips.
Before the invention of CT, physicians encountered substantial challenges in accurately diagnosing patients with injuries, major trauma, cancer, stroke, and other cardiac conditions because of the limited technological capabilities of available systems. However, since its introduction, CT has brought about a revolutionary transformation in medical diagnostics. Since its inception in the 1970s, CT has significantly reduced the necessity for emergency surgeries, dropping the rate from 13% to 5%, while also prompting the retirement of less efficient diagnostic imaging practices. Furthermore, CT machines offer enhanced efficiency, as diagnostic scans can now be completed in mere minutes, leading to
swift and precise diagnoses, while minimizing the exposure of patients to ionizing radiation, thereby obviating the need for further scans. This widespread adoption of CT has facilitated convenient access to medical services for patients nationwide, ensuring quicker fulfillment of their medical needs compared to previous methods. Additionally, applications such as CT urography, CT angiography and CT colonography have experienced a surge in clinical utility owing to the shorter scan times and superior spatial resolution offered by CT technology.
When it comes to procedures involving radiation, such as CT scans, there is a genuine concern regarding potential health risks, including the development of cancer and neoplasia, in patients exposed to excessive ionizing radiation. To address this concern, imaging technicians implement various measures aimed at mitigating the risk of unnecessary radiation exposure to patients. One widely adopted protocol nationwide is ALARA, which stands for “As Low As Reasonably Achievable.” The primary objective of ALARA is to prioritize patient safety by minimizing radiation dose rates. ALARA dictates that any dose, whether small or large, should be avoided if it does not directly contribute to the patient’s diagnostic benefit. This protocol empowers technicians to attain optimal clinical results from scans while simultaneously reducing radiation exposure to patients. ALARA emphasizes three key factors: time, distance, and shielding. Technicians ensure that exposure time is minimized, maintain a safe distance from radiation sources, and utilize appropriate shielding to protect patients from unnecessary radiation.
Furthermore, quality assurance testing involves the use of Head and Body CTDI phantoms to optimize radiation exposure during specific scanning techniques, ensuring that radiation doses are kept within safe limits. Additionally, CT employs techniques such as collimation and cone-beam scanners to limit scatter radiation, further enhancing patient safety during imaging procedures. These meticulous measures collectively contribute to the overarching goal of minimizing radiation exposure while maintaining diagnostic accuracy in CT imaging.
While most troubleshooting tasks typically require the expertise of trained engineers, there are certain steps users can take to address system issues and restore functionality. Surprisingly, many CT systems across the country operate on familiar Windows and Linux operating systems, like those found on personal computers. However, like any computer system, CT machines can experience occasional malfunctions. One of the simplest remedies for common issues such as bootup problems or errors on the console monitor is to initiate a system reboot. This straightforward solution is effective precisely because of its simplicity.
Overheating is a common issue in CT systems because of the fast-moving internal components and continuous radiation emission. Proper airflow, facilitated by functional air conditioning, is crucial to prevent overheating, especially
in regions with extreme temperatures like Texas. Consistent airflow around the gantry helps prevent overheating errors, ensuring continuous system operation. Thus, proactive measures to maintain adequate ventilation and temperature control are essential to prevent downtime.
The advancement of medical technology has been propelled by numerous inventions, each contributing uniquely to patient care. Among these, CT stands out prominently, deserving at least a podium finish in terms of its impact. With its ability to reduce the need for emergency surgeries and enhance accessibility to patients nationwide, CT has truly transformed patient care. As part of a team dedicated to maintaining these machines in optimal condition, I take pride in ensuring that CT scans are conducted safely and efficiently. This commitment ensures that individuals undergoing scans can have full confidence in the reliability and effectiveness of CT technology. •
For more information about Avante’s diagnostic imaging service capabilities, call one of our experts at 800-710-9996 or visit avantehs.com.
Harlan Gibbons is Field Service Engineer servicing the Midwest region for Avante Health Solutions, with over 7 years of experience servicing diagnostic imaging systems.
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DIRECTOR’S CUT
BY BY NICOLE DHANRAJ
In recent months, I have heard multiple imaging colleagues share distressing accounts of workplace bullying.
Stories of bosses or team members publicly humiliating them and others and fostering toxic work environments prompt me to ponder: “Why do we tolerate such disrespect?”
I am concerned that many of us allow others to bully us and gradually erode our self-esteem. We know this is wrong, we know the impact on our mental health, we are aware of the significant stress that it places on us, but why do we allow it to continue? Why do these bullies continue to remain in our midst?
The silence surrounding workplace bullying begs us to break this.
Despite our awareness of its wrongfulness and the toll it takes on our well-being, we often find ourselves frozen with inaction, potentially due to a complex interplay of factors.
Fear, perhaps, plays a central role – a fear of confrontation, of repercussions, or of jeopardizing our livelihoods in uncertain economic times. The very thought of challenging these bullies can be paralyzing, leaving us feeling trapped in a cycle of abuse.
In some cases, we may not even recognize that we’re being bullied until the detrimental effects become too overwhelming to ignore. I recall a conversation with a colleague who confided in me and expressed disbelief, “I thought I was imagining it all!”
It’s disheartening to realize that individuals holding the esteemed title of “leader” can belittle those around them, perpetuating an environment of toxicity and intimidation. It’s a stark reminder that leadership is not defined
by titles alone but by the actions and integrity of those who hold such positions.
The prevalence of bullying in our workplaces is often enabled by organizational culture, a “head in the sand” mentality, and other baffling reasons. This begs the question: Why do these so-called leaders continue to grow and thrive in our communities? It’s a perplexing and frustrating reality that demands decisive action by all of us to weed these leaders from our communities.
OK, maybe we can help some (but should we?). While training may be an option for some, the reality is that some of them are just too far gone. They’re stuck in their bullying ways, and training might not cut it for them!
Recognizing the symptoms of workplace bullying is the first step to addressing it. In radiology departments, bullying can take on many guises, from the overt to the insidious: Persistent and unwarranted criticism that goes beyond constructive feedback, aiming to undermine a director’s confidence.
1. Intimidating behavior, such as aggressive questioning about decisions crosses the line from professional inquiry into harassment.
2. Public humiliation, including ridiculing a director’s expertise during staff meetings or in front of patients, can erode a leader’s authority.
3. Passive-aggressive tactics, like intentionally withholding vital information, can sabotage a director’s ability to perform their duties effectively.
4. Imposing unrealistic deadlines that set directors up to fail, diminishing their standing and credibility within the team.
The impact of bullying on your professional life is far-reaching. It can lead to a decline
in job performance as the constant stress and anxiety take a toll on your ability to focus and make decisions.
Confidence levels may plummet, making it more challenging to lead effectively and to stand up for yourself and the team.
For radiology departments, this could mean a decrease in the quality of patient care and potential safety concerns if staff are distracted or disengaged because of a hostile work environment.
In the long term, those facing bullying may contemplate resignation as an escape, which can lead to costly turnover and the loss of experienced good people, like yourself.
The fear of financial insecurity is a significant factor that can prevent us from addressing workplace bullying.
The thought of losing a steady income, especially in uncertain economic times, can be paralyzing.
We may worry about the ability to meet personal and family financial obligations if we were to resign. This concern is compounded by the potential difficulty of finding a comparable position.
The prospect of an employment gap can be daunting, making it tempting to tolerate the bullying rather than risk financial instability.
However, it’s critical to weigh this fear against the longterm costs of staying in a toxic environment, including the debilitating effects on your mental health and career satisfaction.
Exploring options and preparing financially for a transition can help mitigate these concerns and empower you to make the best decision for your well-being and professional future.
Addressing bullying in the workplace often brings up the fear of professional setbacks. You may worry that speaking out could tarnish their reputation or label them as difficult, impacting future job prospects.
We also know that our community is relatively small, and word travels fast. Some of us may fear that confronting a bully could lead to being ostracized or blacklisted within the professional community.
The concern of not being able to secure another leadership role or having to take a step back in our career progression is real. Nevertheless, staying silent may contribute to a cycle of abuse that hinders our personal growth and professional development.
Taking a stand is a sign of strength and integrity.
Assess and Decide: Start by assessing the situation and determining whether it’s best to confront the bully or consider leaving the environment altogether. If you choose to confront the individual, weigh the potential outcomes carefully. While a constructive conversation may offer an opportunity to improve
the relationship, be mindful that some individuals may react defensively, leading to further deterioration of the situation.
Confronting the Behavior: Confronting bullying behavior is a critical step in cultivating a proactive response. You need to be firm in setting clear boundaries and communicating that disrespectful behavior will not be tolerated. This might involve having a direct conversation with the individual displaying bullying behavior, outlining specific instances where their actions were unacceptable, and discussing the impact on the team and department. It’s essential to do this in a calm and professional manner, focusing on facts and observable behaviors rather than emotions. Documenting these interactions can provide a record should the situation escalate or require further intervention. In taking this approach, you reinforce your own authority and demonstrate to your teams that you are committed to maintaining a respectful and supportive work environment. While it may be uncomfortable to address the issue head-on, doing so is often the most effective way to initiate change, but do it with care and consideration of outcomes.
Prioritizing Your Mental Wellbeing: Bullying takes a significant toll on an individual’s mental health, leading to stress, burnout, and even depression. Is this the life you signed up for?
Ultimately, your health and happiness are in your control. In making decisions about how to deal with workplace bullying, it’s crucial to consider the long-term effects on one’s mental health and to choose a path that supports a healthy and fulfilling professional life.
We must acknowledge the serious consequences of remaining in an unhealthy work environment and take steps to protect their mental wellbeing. This might involve seeking professional counseling, establishing a supportive network, or engaging in stress-reduction activities.
As we reflect on the disturbing prevalence of workplace bullying in imaging, it becomes evident that our silence only perpetuates this toxic cycle. It’s time to break the silence and take a firm stance against bullying in all its forms.
We cannot allow fear, whether of financial insecurity or professional setbacks, to dictate our actions. The impact of bullying on our mental health, job performance, and patient care demands our immediate attention and action.
It is up to each of us to confront bullying behavior. By bringing these situations to light and holding perpetrators accountable, we can create healthier, more respectful work environments for ourselves and future generations of imaging professionals.
No one in our profession should endure the pain and suffering inflicted by workplace bullying!
Let us stand together, united in our commitment to fostering a culture of dignity, integrity and respect in the imaging field. •
Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.
professional college gave me call and said, “Mark, as an expert in revenue cycle management I do not want to add your origination to my slide deck as an example of how not to schedule.”
She said her family used my organization for their health care. The scheduler had added an exam that was not ordered and compounded the issue by booking the exams back-to-back on two different MRI units located 20 minutes from each other.
Imagine if she had not called me. It could be valuable to have an assistant to aid your schedulers and keep you in compliance.
GPT (general purpose technology) or Artificial Intelligence (AI) has revolutionized the health care industry, especially in the realm of medical revenue cycle management. As an operations expert in this field, it is crucial to understand how GPT can significantly improve scheduling, time slot utilization, preauthorization, correct CPT coding and timely care for patients.
Scheduling is a critical aspect of health care operations, as it directly impacts patient flow, efficiency and revenue generation. We hire staff, train staff, create knowledge bases for non-medical personnel to understand preps for imaging exams and yet on average 10 percent of exams are not scheduled correctly. With the help of GPT, medical facilities can create optimized schedules that consider various factors such as physician availability, patient preferences and appointment urgency. GPT algorithms can intelligently analyze historical data and predict future demand, allowing for better resource allocation and improved patient access to care.
Time slot utilization is another area where GPT can make a significant impact. By analyzing appointment patterns and patient flow, GPT can identify underutilized time slots and suggest strategies to maximize scheduling efficiency. This can lead to reduced wait times for patients, increased provider productivity and, ultimately, improved patient, physician and revenue
generation for the facility.
Preauthorization is a crucial step in the revenue cycle process, as it ensures that the services provided are covered by the patient’s insurance plan. GPT remembers the subtle requirement for each payer. It can streamline the preauthorization process by automatically verifying insurance eligibility, identifying required documentation and submitting authorization requests in a timely manner. This not only reduces the administrative burden but also minimizes denials and delays in payment, ultimately improving revenue cycle efficiency.
Correct CPT coding is essential for accurate billing and reimbursement. GPT can assist health care providers in selecting the appropriate CPT codes based on clinical documentation, reducing the risk of coding errors and ensuring compliance with billing regulations. By automating this process, before the order is placed by the requester, GPT can help optimize revenue capture and minimize revenue leakage due to coding inaccuracies.
Timely care is essential for patient satisfaction and outcomes. GPT can facilitate proactive patient outreach, appointment reminders and follow-up communications to ensure that patients receive timely care and adhere to treatment plans. By leveraging GPT to enhance patient engagement and communication, health care providers can improve patient outcomes, increase patient loyalty and drive revenue growth.
Imaging directors are responsible for the success of their departments, GPT has the potential to revolutionize medical revenue cycle management operations by improving scheduling, time slot utilization, preauthorization, correct CPT coding and timely care. As an imaging operations expert in this field, it is crucial to embrace and leverage this technology to enhance efficiency, optimize revenue generation and, ultimately, deliver high-quality care to patients. •
Mark Watts is an experienced imaging professional who founded an AI company called Zenlike.ai.
Have you ever noticed that budgets don’t have a line item for “financial impact of training?” Because people don’t pay attention to the return on investment for improving workplace knowledge and skills, much training is deemed too expensive. However, organizations that place a high priority on training do so because they know their efforts will have a substantial, positive impact on the bottom line.
Thankfully, it’s not just me saying this. A study conducted by the United States Council on Competitiveness found that a 10% increase in employee training impacted productivity more than a 10% increase in work hours or a 10% increase in stock options.
Additionally, research published by the Association for Talent Development showed that firms that invest in training for more than 80% of their workforce are able to attract and retain employees better than competitors of similar size in their industries that don’t invest in training.
Some leaders look at spending money on training and think, “Why should I spend all that money on training? What if I train people and then they leave?” One answer to consider is, “Would you prefer not to train your employees and have them stay?”
Another answer can be found in the Emerging Workforce Study, which discovered that in organizations where training is considered poor, on average, 41% of employees are planning to leave within a year. However, in companies
where training is considered good, only 12% are thinking about leaving. Considering the cost of replacing employees, companies with high turnover can probably double their training budget and still end up with a better bottom line.
The problem? Companies rarely consider this solution because there’s no line item in the budget showing the financial benefit of providing good training.
Perhaps the largest factor in any organization’s attitude toward training is the belief of the leadership team. If leaders think training is a waste of time and money, it’s common for almost everyone around that leader to adopt a similar attitude. Likewise, if a leader does see the value of training, it’s likely those surrounding the leader will, too.
Interestingly, bad attitudes toward training can exist even if the leader is a training advocate.
For example, years ago I had a client whose CEO placed a high value on training, and all of his direct reports did the same, except one. I had a long-term training contract with this company, and although personnel from every other department were eager to learn, those in the detractor’s department adopted his negative attitude. They scoffed at and even mocked the benefit of learning new things.
The reverse can also occur. A supervisor, manager or director can value training even if those at the top do not. Still, if those at the top of a team discount the value of training, negative ripple effects will have an impact.
The idea here is that for training to
have maximum benefit, managers and leaders must communicate that training is valuable.
Another cause of poor training is thinking that “show-andtell” presentation methods are effective. Show-and-tell is the term I use for the technique of showing someone how to do something while telling that person how to do it, and then believing that is all that’s needed for a successful transfer of knowledge, skills and attitudes. People learn in different ways and at different speeds, and if you’ll allow me to speak like Yoda, the ability to stand up and talk does not a trainer make.
Show-and-tell training leads to a lot of mistakes and companies losing a lot of money.
Additionally, many managers and leaders reduce the impact of training by slashing the time required for it. I’ve seen it a lot. If it takes four hours to learn a new skill, many leaders want to save a few hours of payroll and trim the training down to two hours. I can guarantee those not-quitefully-trained employees will waste those two extra hours – plus many more – stumbling through bewildered guesses and making costly mistakes. Whatever money was saved by shortening the training will be quickly lost. In fact, much more will be lost.
The first key to success in training is to think like a doctor. A good doctor analyzes a problem before writing a prescription. The better the analysis, the better the odds that the prescription will address the actual problem. Many people have experienced the frustration of dealing with a doctor who doesn’t ask many questions and then misdiagnoses. Analyzing properly is necessary because throwing training at a problem might not solve the problem. For example,
all the customer service training in the world will not fix a situation in which a bad supervisor is micromanaging or otherwise destroying employee morale.
Another part of good analysis is arriving at solid answers for five basic questions that employees may or may not verbalize:
1. Why should I learn this?
2. What foundational knowledge is needed?
3. What are the safety and quality concerns?
4. What specific steps create a successful outcome?
5. What if unusual or atypical circumstances exist?
In addition to employees understanding how a specific training class will help them in their work, they should also be shown how it contributes to the company achieving its goals. If employees attend a training session and they see how it contributes to the bigger picture, both team cohesion and overall productivity are likely to be enhanced.
Let’s go back to some data presented earlier. When training is considered poor, on average, 41% of employees are thinking about leaving. But if they don’t leave, it’s likely those people are not as engaged as they could be, and lower levels of engagement don’t lend themselves to a healthy bottom line. Also remember that because of employee replacement costs, companies with poor training can usually increase their training budget and still be more profitable.
The evidence is conclusive. Companies that invest in training have both better retention and better productivity. When was the last time you analyzed the impact of your organization’s training? •
Daniel Bobinski is author of the best-selling book, “Creating Passion-Driven Teams,” and president of Leadership Development, Inc. He’s been helping organizations of all shapes and sizes since 1989. Reach Daniel with questions at www. eqfactor.net or at 208-649-6400.
In today’s business landscape, supplier diversity programs are more than just ethical initiatives; they’re powerful engines for innovation. By embracing a diverse supplier base, radiology practices can unlock a wealth of fresh perspectives and cutting-edge solutions, propelling them to the forefront of the field.
Supplier diversity initiatives are not just ethical obligations; they are strategic catalysts for growth and innovation. By integrating minority, women, veteran, and LGBTQ+ owned businesses (MWVLGBTQ+ businesses) into their supply chains, radiology practices can tap into a broader talent pool. These diverse suppliers bring unique experiences and perspectives, fueling the development of cutting-edge technologies and methodologies in radiology.
Furthermore, fostering competition and innovation within the supply chain can also lead to cost savings through competitive pricing. Supplier diversity doesn’t just benefit the bottom line; it strengthens the organization’s image within the community and promotes economic equity and opportunity.
Starting a supplier diversity program might come with initial challenges. These challenges include difficulties in finding a diverse pool of qualified suppliers, resistance to change from internal stakeholders, allocating suffi-
cient resources, developing robust criteria for supplier qualification and evaluation, supporting supplier development, tracking diversity spend and measuring program impact.
Implementing supplier diversity initiatives requires a deliberate and strategic approach. Here are some critical steps you can take:
• Embed DEI principles: Incorporate clear diversity, equity and inclusion (DEI) objectives into procurement guidelines. For instance, you could establish criteria that prioritize sourcing from MWVLGBTQ+ owned businesses and ensure that these criteria are integral to all purchasing decisions. This ensures supplier diversity is a core consideration in all purchasing decisions.
• Allocate resources: Dedicate a portion of the budget to diverse vendors. For example, you might allocate 15% of your annual procurement budget to procure goods and services from MWVLGBTQ+ owned businesses, demonstrating a tangible commitment to supplier diversity and encouraging participation from MWVLGBTQ+ businesses.
• Build strong partnerships: Actively seek partnerships with MWVLGBTQ+ businesses. This could involve attending diversity-focused networking events or joining minority business associations to identify potential partners.
• Streamline procedures: Reduce barriers for smaller, diverse firms by streamlining the bidding process. This could involve simplify-
ing application procedures or offering technical assistance.
• Invest in development: Provide mentorship and developmental opportunities for diverse suppliers. This can help them grow their businesses and become even more competitive.
• Finding Diverse Suppliers: Utilize online databases and directories to identify diverse businesses. Network with industry associations and government agencies that promote supplier diversity initiatives. Additionally, consider attending diversity-focused trade shows and conferences, and reach out to local business chambers for recommendations.
• Supplier Diversity Requirements in Contracts: Include supplier diversity requirements in procurement contracts and request proposals (RFPs). This can incentivize prime contractors to subcontract with diverse suppliers and ensure diversity goals are met throughout the supply chain.
• Supplier Diversity Scorecards and Reporting: Implement supplier diversity scorecards to track and measure supplier diversity performance. Regularly report on supplier diversity metrics to internal stakeholders, senior management and external partners to demonstrate progress and accountability.
• Continuous Improvement and Evaluation: Continuously evaluate and refine supplier diversity initiatives based on feedback, performance data and industry best practices. Identify areas for improvement and adjust strate-
gies as needed to drive meaningful progress in supplier diversity efforts.
By embracing supplier diversity, your organization can be positioned for a future marked by continuous innovation, improved patient care and long-term success.
Implementing clear DEI principles, allocating resources to diverse vendors, building partnerships, streamlining procedures and investing in supplier development are essential steps to success.
By actively promoting and embracing supplier diversity, your radiology department can contribute to a more inclusive and innovative health care industry.
Implementing a new program may seem daunting, but remember, every journey starts with a single step. Begin by focusing on a specific area like IT or office supplies, and gradually expand your program. This approach empowers your radiology practice to take control and make a meaningful impact.
It’s a win-win situation for your radiology department, your diverse partners and, ultimately, the patients you serve. •
Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.
recently found myself responding to a couple of emails by saying “Apologies for the delayed response.” I did not venture into an explanation of why the response was delayed, however. I was not following my own advice of “Never apologize.”
A very long time ago, I attended a presentation conducted by a colleague. There were errors in the presentation and he apologized every time an error appeared. He then tried to explain the causes of each error. This was a mistake that minimized his credibility. My response upon being asked for a critique: “Never apologize.” Imagine his surprise.
I believed then, and still do, that unless your actions intentionally cause harm, or affront, an apology should be unnecessary. If there was intent to cause harm or affront, obviously there is still no need to apologize since it will be an obvious lie. So, how do you express your regret without actually saying that you are sorry? First, let’s discuss other things you should not say.
In many cases, we have been taught to make an empty apology by saying, “I am sorry you feel that way.” This indicates that you regret that they misinterpreted whatever you did and it is their fault for doing that. This now requires you to convince the “wronged” individual that if they change how they reacted, all is good. Anyone that says that to me is quickly relegated to ignorance and insincerity and the discussion is soon terminated. If I care about the person or situation I may respond, ”Why do you think that you made me feel this way and what are you truly sorry about?”
Often, in the heat of the apology, the wrong-doer will say, “What do you want me to do to correct the error?” This is a mistake. When you ask someone to tell you what they want you to do, it allows the other individual to turn the discussion into a personal issue. You open up all sorts of possible crazy replies like, “I want you to die!” Assuming
that we are still talking about business, making it a personal affront is not likely to turn out well. Now, let’s see where my great wisdom takes us.
Assuming that the “offending” action reached an unintentional conclusion, then that is exactly what we should say. We did not intend to cause the particular outcome thus the outcome was unintentional. With sincerity say, “When I did (whatever), I did not intend to (offend, cause you to lose money or whatever) with my actions nor did I foresee that this would be the result of my actions. I want to ensure that this will not happen again so please help me to understand how we can alleviate this unintended conclusion.” Use whatever similar words you wish with the intent to place both of you in a solutions-driven mindset.
Here is the key: “What would you like to see happen?”
This is the most important question that can be asked when someone is upset with us about anything. Whether we caused the issue or are responding to something caused by someone else, this question causes people to pause, think and respond in a rational way. You may have to ask more than once to get the answer and you will always get the answer. You just might be surprised at what they will ask for. Sometimes it is a simple thing that will satisfy the situation. Try it. It works.
Consider not actually saying you are sorry for anything since it puts you in a somewhat unfavorable and shaky ground. When the outcome of your actions is unintended, it is better to attempt to place all parties in solutions-generating mode rather than placing yourself in a penitent position.
Follow my advice and you will never again hang your head in sorrow. If this does not work, “I apologize” in advance for any inconvenience or punches in the nose you may receive as a result. Be advised that none of this will work on your significant other. •
Manny Roman, CRES, is association business operations manager at Association of Medical Service Providers.
MANNY ROMAN
FEBRUARY 22-24, 2025
“I have absolutely enjoyed meeting all of these different people, all of the different levels of management ... I feel like it’s really helping me to grow in my leadership.”
- S. Riskey, Radiology Manager
In Finland, there is a clear increase in the number of sick days taken due to depression, anxiety and sleep disorders in October and November, whereas the number of absences is lower than expected between June and September.
In late autumn, the number of sick days taken is almost twice as high as in the summer and about a quarter higher than in early autumn. On the other hand, manic episodes related to bipolar disorder occur more frequently than expected during the spring and summer, when there are more daylight hours, and less frequently than expected during darker times of the year.
The results can be found in a study funded by the Research Council of Finland. The study was conducted as a part of the climate change and health research program. The aim of the study was to investigate the connection between changing light levels and mental health. It is expected that because of climate change, winters in Finland will become darker while summers will become brighter.
During the study, Kela’s sick leave register was used to analyze the seasonal timing of a total of 636,543 sick leaves that were because of mental health reasons over a period of 12 years. The analyses examined whether the expected number of absences was above or below the expected number of sick leaves.
The concept of “kaamos-depression” has become well established in Finland to mean a period of depressive disorder that occurs in autumn and winter.
Previous studies have found that some people experience socalled winter depression (seasonal affective disorder) during the dark season. In addition to the typical symptoms of depression, kaamos depression involves an increased appetite and weight gain along with excess sleepiness, which means sleeping for longer and feeling tired during the day. The symptoms of winter
depression can often be alleviated through bright light therapy, says Timo Partonen, a research professor at the Finnish Institute for Health and Welfare.
Seasonal variation can increase workloads in the workplace and in health services particularly in the autumn, when the most common types of sick leaves – absences due to depression, anxiety and sleep disorders – are starting to occur often.
It’s also worth considering if there are other explanations for the phenomenon apart from a dark season. For example, is there an exceptionally high amount of psychosocial stress in the workplace during autumn, which then leads to an increasing number of sick leaves, says Professor of Psychology Marianna Virtanen.
If climate change causes summers in Finland to become brighter and winters to become darker, the study suggests that depression, anxiety and sleep disorders could increase during the winter because of those changes.
However, with the exception of sleep disorders, they could also become less prevalent during the summer. In the case of bipolar disorder, darker winters could alleviate the symptoms of mania, while brighter summers could exacerbate them. •
Virtanen M, Törmälehto S, Partonen T, Elovainio M, Ruuhela R, Hakulinen C, Komulainen K, Airaksinen J, Väänänen A, Koskinen A, Sund R. Seasonal patterns of sickness absence due to diagnosed mental disorders: a nationwide 12-year register linkage study. Epidemiol Psychiatr Sci. 2023 Nov 9;32:e64. doi: 10.1017/S2045796023000768 https://www.cambridge. org/core/journals/epidemiology-and-psychiatric-sciences/ article/seasonal-patterns-of-sickness-absence-due-to-diagnosed-mental-disorders-a-nationwide-12year-register-linkage-study/5842EB42FDC0667F6B710CF70EF1AA73
1. The 2024 AMSP Members enjoy food, fun and friendship.
2. AMSP Members enjoy the golf outing.
3. The 2024 AMSP Winter Meeting Welcome Reception.
4. AMSP Associate Members and AMSP supporters conducted presentations.
The 2024 AMSP Winter Meeting was conducted at the beautiful Hawks Cay Resort in Duck Key, Florida. The over 45 attendees included AMSP active and associate members, presenters and guests. Industry suppliers of products and services conducted 12 one-hour presentations, including a special FDA regulations presentation.
For more information, visit amsp.net.
5. Members enjoy networking and catching up at the winter meeting.
6. 2024 AMSP Golfers look like Pros.
7. The 2024 AMSP Members Only Dinner was a highlight for many.
8. The 2024 AMSP Winter Meeting was held January 2931 at Hawks Cay Resort in Duck Key, Florida. 1 4 6 7 8 5 2 3
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