practice. To do so, we need to enhance the
leadership and change management skills
of practicing radiologists. It takes an estimated 15 years for best practices to become standard practice in health care. In
this time of great transition in medicine,
we do not have the luxury of 15 years. In
response, ARRS, AUR, RSNA, and SCARD
created a best practice and necessary
knowledge curriculum that was organized
into the Academy of Radiology Leadership
and Management (ARLM). The ARLM
provides the training that leaders in radiology direly need. Notably, this is provided at
no cost and grants a certificate of achievement. I urge all of you interested in leading
change to complete this curriculum.
We need to partner with individuals
skilled in cultural transformation. At UW,
we are also partnering with the department of management and organization to
incorporate proven techniques to enhance
the pace of change. It is my observation
that the biggest barrier to change is our
lack of training in prioritization, implementation, and maintenance. Embracing
best practice, optimizing, standardizing,
and implementing will improve how many
we help, ensure they are satisfied, improve
outcomes, cut costs, and ultimately ensure
that our specialty remains at the fore of the
transformation of care.
President’s Message continued from p. 2
“We must ensure that leaders in our schools of medicine
understand that imaging is a very powerful biomarker
providing the phenotyping absolutely required to realize
the potential of precision medicine.”
Imaging and Ultrasound
We also need to work interdependently
with other health-care professionals, hospitals, and clinics to ensure efficient health
care at the lowest possible cost. We must
recognize, and ensure that our colleagues
recognize, that a radiologist’s goal is not to
increase the use of imaging. Rather our
goal is to increase the use of imaging
where it brings value and actively decrease
the use of imaging where it does not. Thus,
we should be the architects of how imaging is incorporated into clinical pathways,
catalysts for ushering the imaging study
mandates of Choosing Wisely into our institutions, and architects of computer decision support into examination ordering.
We must recognize the inexorable diffu-
sion of ultrasound toward the point of care.
Rather than ignore it, we should lead it in a
way that ensures that we are the institutional
leaders in setting the clinical pathways that
define it (and deem when it is not appropri-
ate) in the context of best care. From my per-
spective, appropriate would include an
anesthesiologist using ultrasound to place a
central line in a patient in the operating
room. Our ticket to lead this process is our
skills in device acquisition, device mainte-
nance, data archiving, and workflow. The al-
ternative is to impede point-of-care ultrasound
or wish it would go away. It won’t and
shouldn’t. Ensuring that this diffusion re-
mains patient-centric mandates our involve-
ment. Again, the call is to interdependence.
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