This year’s competition brought out the best in a strong field. All entrants developed notably original breakthroughs in various aspects of medical imaging. And the winners never lost sight of the ultimate point of all the extra effort: improving patient care while increasing efficiencies and, wherever possible, cutting or at least containing costs. Now meet the best of the best. 

Given radiology’s development into a subspecialist-rewarding profession, is there pressure on radiology residents to choose a subspecialty or two and, in turn, aim to make generalized practice a side job? Should even established rads concentrate on one area as a way to remain relevant?

Forty years after physicist Allan Cormack and electrical engineer Godfrey Hounsfield jointly won a Nobel Prize for inventing computed tomography as we know it, the modality continues to generate new or improved uses and iterations. RBJ spoke with several trailblazers who are still plumbing the depths of CT applications.

Just as changing circumstances impact how marriage partners work together for the sake of their families, new wrinkles in familiar processes affect the way radiologists and referring physicians cooperate for the good of their patients. And the “changing circumstances” and “new wrinkles” now include the strain of U.S. healthcare’s push for value-based care.

Two short years after added AI as a standalone beat, it seems the technology has burrowed into radiology like the Burmese python took to the Everglades. At first its presence was novel. Soon it became not uncommon. And now the infiltrator is in everyone’s head. It may as well be everywhere.

With radiologists increasingly compelled to compete on the basis of cost and quality metrics, the moves they make now to forge the strongest possible ties with their affiliate hospitals and healthcare systems could well determine their success or failure.

Radiology is evolving, consolidating and all the while innovating in this time of transition from volume to value across U.S. healthcare. A compressed field reflects the shape of the changed—and still changing—marketplace.

Some observers suggest that one physician’s self-reported burnout is another’s normal work fatigue. But nearly all the experts agree that such variability is no excuse for simply dismissing the phenomenon.

The average cost to replace a departing employee is six to nine months of the individual’s salary. Fortunately, there are plenty of tried, tested and even innovative ways to prevent a revolving door from spinning so fast that it blows a big hole in the bottom line.

The right time for an appraisal is any time an employer—or an employee—feels communication on performance is necessary and appropriate.

Here are strategies that, taken together, give a radiology practice or department the ability to successfully triage, track and hire the best doctor for the job.

RSNA President Jackson, a breast specialist whose other appointments include executive director of the American Board of Radiology and Eugene C. Klatte Professor Emeritus at Indiana University School of Medicine, took RBJ’s questions on her upcoming talk and other topics. 

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