Anatomy, physics, and pathology are all hallmarks of the radiology education. Now, the ACR® intends to add another element: leadership training. The college announced in mid-August 2011 that it will launch the Radiology Leadership Institute (RLI) in 2012 with an inaugural invitation-only meeting, to be held July 12–14 at Northwestern University’s Evanston, Illinois, campus.
The institute is intended to educate all radiologists and will feature management training for residents, fellows, and practicing physicians. A full curriculum is being developed that will include face-to-face learning (in a variety of geographic locations), team projects, case analysis, and Web-based distance learning. To learn more about the institute, Radiology Business Journal interviewed Cynthia S. Sherry, MD, FACR, chair of the ACR Commission on Leadership and Practice Development and medical director of the recently announced RLI.
RBJ: Why has the ACR elected to invest in leadership skills for the profession now?
Sherry: In recent years, the ACR leadership has recognized that the business of running a successful medical practice or medical department is challenging for all physicians, not just radiologists. There are a number of reasons for this, including economical, political, and competitive factors that are driving the present need for more sophisticated business acumen among radiologists, in both academic and private-practice settings.
Hospitals are under similar pressures. Together, these two parties are finding that they have different expectations of each other. As a symptom of this, we saw longstanding relationships between radiology groups and hospitals becoming strained and breaking down; because these relationships are the bedrock of radiology and the majority of radiologists practice in hospital-based settings, these breakdowns were the first indication that we had to do something about honing our leadership and management skills.
RBJ: Are there any specific market conditions or government actions that prompted the founding of the institute?
Sherry: The health-care landscape in general is chaotic and uncertain right now, and there are a number of governmental actions and market conditions that are playing a role. There are a few assumptions all of us are likely to be making. Whether or not the Patient Protection and Affordable Care Act is implemented, the amount of governmental intrusion into health care is likely to increase. We all agree that the current rate of growth of health-care costs cannot be sustained, and we all agree that the current fee-for-service model is likely to be overhauled in the next few years.
With all of this going on, it is crucial for radiologists, as individuals and in groups, to become more knowledgeable and adaptable, and to gain more effective skills in management and business. Clearly, reimbursement cuts have overly targeted medical imaging in recent years; if unchecked, these continuing cuts will have the consequence of limiting patients’ access to life-saving medical-imaging tests. It is of paramount importance for radiologists to become more actively engaged and influential in the political process.
RBJ: Is there a perceived or real shortage of leaders willing to assume leadership positions in the practice or the hospital settings?
Sherry: Taking the 30,000-foot view, in all medical specialties, radiology included, leaders have traditionally been selected based upon their clinical acumen, so that the best clinicians inevitably rose into the leadership positions without bona fide management or business training. Most of their knowledge in these nonclinical areas came from on-the-job experience.
This probably didn’t work very well in the past, but circumstances were different, and the system was a little more accommodating. Nowadays, the system is less accommodating, the business of medicine has become much more complex and demanding, and the system has higher expectations of physician leaders in general, radiologists included. If physicians—if radiologists—are to play a meaningful part in the rollout of health-care reform, it is critical for them to obtain these leadership skills.
RBJ: What type of faculty do you hope to attract? Will academia, medicine, and business all be represented?
Sherry: We are setting our sights on attracting a combination of faculty from a variety of business and academic backgrounds, and in addition to that, plan to engage the services of the numerous