Abstract
In some radiology departments, the lack of alignment between administrators and radiologists can pose significant challenges. This article describes how differences in background and priorities between administrators and radiologists can contribute to conflict and presents strategies on how to manage the conflict in a way that can leverage positive change. Strategies to build relations between radiologists and radiology administrators are described.
Highlights
Conflict exists in the workplace, irrespective of the job sector
In an environment where the radiologist group and radiology department staff do not share a common employer [15,16,17], an additional level of complexity is introduced into the departmental dynamics that may result in additional sources of conflict
It is critical for both radiologists and administrators to understand how differing values, needs, and desires can result in differing opinions surrounding a key issue
Summary
Conflict exists in the workplace, irrespective of the job sector. Conflict often arises between co-workers, supervisors and subordinates, employees and customers when the involved parties perceive a threat to their needs, interests, or concerns [1,2,3,4,5,6]. The radiologist provides the professional expertise required to interpret the radiology exams but their work does not take place in a vacuum [12,13,14] They are heavily dependent on the proficiency set of their technologists to obtain the appropriate images necessary for accurate and timely evaluation and diagnosis of their patients. In an environment where the radiologist group and radiology department staff do not share a common employer [15,16,17], an additional level of complexity is introduced into the departmental dynamics that may result in additional sources of conflict.
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