CT Technology Including 3D - Learning Modules

Learning Modules ❯ CT Technology Including 3D

“For each enterprise or institution, the name is inextricably attached to the value of the brand. It is the responsibility of the enterprise or institution to make sure the attributes and values attached to the brand are upheld, ensuring that the brand equity is maintained or improved. Why? Because the brand helps attract customers and attract the best staff and allows a company to charge a premium for its products and services.”
The Importance of Brand Name.
Freeman M, Fishman EK, Horton KM, Sheth S
Journal of the American College of Radiology,Volume 14, Issue 11, 2017Pages 1510-1512,

“Once your brand experience is established and equity is accrued, it is paramount to protect that eq- uity. If your institution were a chain of fine hotels, say the Four Seasons, what would happen to the brand equity if one of the properties did not provide the same level of service as the others? Or if the hotel you always stayed in suddenly began to erode in quality? Would your opinion of the whole chain change? Would you still recommend it as your favorite place to stay? Probably not. Consistency is key, and it’s something the entire organization has to believe in and convey.”
The Importance of Brand Name.
Freeman M, Fishman EK, Horton KM, Sheth S
Journal of the American College of Radiology,Volume 14, Issue 11, 2017Pages 1510-1512,

“Perception is crucial. Health care facilities can positively affect patients’ perceptions by ameliorating the experience surrounding the delivery of health care itself. A relative of mine recounts the experience of undergoing a thyroidectomy at Memorial Sloan Kettering Hospital. The family waited in a beautifully appointed waiting room, could be easily contacted using a sensor device loaned to them by the hospital, and were able to follow the journey of their loved one on a monitor, also via sensor. This was not only comforting for the family but, just as importantly, gave them a sense that the facility was indeed state of the art.”
The Importance of Brand Name.
Freeman M, Fishman EK, Horton KM, Sheth S
Journal of the American College of Radiology,Volume 14, Issue 11, 2017Pages 1510-1512,

“A brand does not live inside the walls of a company. It lives in the hearts and minds of your patients, your employees, and your community. And your brand is even more emotionally charged than almost all others. For your patients, your brand is in their hands because their life is in your hands.”
The Importance of Brand Name.
Freeman M, Fishman EK, Horton KM, Sheth S
Journal of the American College of Radiology,Volume 14, Issue 11, 2017Pages 1510-1512,

“He understands that every guest is always the most important person in the room, and we have instilled that ethos in all of our staff members. Interestingly, this is one area where your industry, in my experience, fails: several years ago, my father underwent major surgery, and I felt that the health care staff did not consider him to be the most important person in the room and were simply not listening to what he and my family had to say to them.”
Stories From the Kitchen: Lessons for Radiology From the Restaurant Business
Cindy Wolf, Elliot K. Fishman, MD, Karen M. Horton, MD, Siva P. Raman
J Am Coll Radiol. 2015 Mar;12(3):307-8

“I realize that managing the customer experience will undoubtedly be harder in a big organization like yours. Never- theless, that is no excuse not to try. Hire people who care about and believe in what your organization is doing, and keep paying attention to every aspect of the customer experience.”
Stories From the Kitchen: Lessons for Radiology From the Restaurant Business
Cindy Wolf, Elliot K. Fishman, MD, Karen M. Horton, MD, Siva P. Raman
J Am Coll Radiol. 2015 Mar;12(3):307-8

“At our institution, likely reflective of practices across the country, radiologists pay little attention to this group of employees, virtually never interact with them, and are often blind to the impor- tance of these staff members in driving patients’ perception of a practice and the ultimate economic success of a radiology group.”
Stories From the Kitchen: Lessons for Radiology From the Restaurant Business
Cindy Wolf, Elliot K. Fishman, MD, Karen M. Horton, MD, Siva P. Raman
J Am Coll Radiol. 2015 Mar;12(3):307-8

“Finally, having an organization in which everyone feels empowered to suggest ideas and make contributions is critical if you hope to innovate”.
From Toy Story to CT Scans: Lessons From Pixar for Radiology
Catmull E, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Sep;12(9):978-9.

“Even worse, although I had established an open-door policy, I was told that the production staff had felt hesitant to voice their concerns because they didn’t want to be seen as “going over the head” of their coworkers. From that time on, my policy at Pixar has been that anyone can voice an opinion to anyone else without worrying about consequences or reprimand.”
From Toy Story to CT Scans: Lessons From Pixar for Radiology
Catmull E, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Sep;12(9):978-9.

“At Saxbys, we recognized that the best team members for our business have the same three personal traits: they’re outgoing, detail oriented, and disciplined. Or, as we say, they’re “O.D.D.” Regard- less of their prior work experience, they must possess these three traits.”
The Culture of Hospitality
Nick Bayer, Elliot K. Fishman, Karen M. Horton, Pamela T. Johnson
JACR Volume 14, Issue 2, 2017, Pages 269-271

“ Golden Rule: “Treat others the way you want to be treated.”
Platinum Rule: “Treat others the way they want to be treated.”
Double Platinum Rule: “Treat others the way they don’t even know they want to be treated.”
The Culture of Hospitality
Nick Bayer, Elliot K. Fishman, Karen M. Horton, Pamela T. Johnson
JACR Volume 14, Issue 2, 2017, Pages 269-271

“Radiology departments need to be proactive to facilitate a positive experience for the patient. Patients who are referred to radiology begin their experience when they call to schedule the examination and complete the experi- ence when their physician explains the results of the test.”
The Culture of Hospitality
Nick Bayer, Elliot K. Fishman, Karen M. Horton, Pamela T. Johnson
JACR Volume 14, Issue 2, 2017, Pages 269-271

“Careful selection of receptionists, radiology nurses, and technologists with these three skills is essential to running a department that provides a positive experience for a patient. Because of the intrinsic unpleasantries of any medical procedure, our staff needs to go above and beyond and embrace the Double Platinum Rule: “Treat others the way they don’t even know they want to be treated.” Anticipate patients’ needs and exceed their expectations.”
The Culture of Hospitality
Nick Bayer, Elliot K. Fishman, Karen M. Horton, Pamela T. Johnson
JACR Volume 14, Issue 2, 2017, Pages 269-271

“In all of the organizations I have worked, the best leaders and executives have been able to create work cultures that inspire both clients and their companies’ employees, and they have had the strength as leaders to drive the difficult changes needed to create those positive work cultures. Over the years, having seen both successful and unsuccessful businesses, I have become a strong believer that in order for your company to be successful, your employees must be happy, they must truly believe in their company and products, and they must be willing to put their clients first.”
Improving Patient Care Through Inspiring Happiness.
Kaplowitz M, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Nov;12(11):1227-8

The success of any company starts with caring about your people, products, and clients, and of these three, I would argue that focusing on the happiness of your own employees may actually be most important for the long-term sustainability of your business. Without happy employees, it is difficult to maintain happy clients, no matter how good your product may be.
Improving Patient Care Through Inspiring Happiness.
Kaplowitz M, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Nov;12(11):1227-8

At the core of a successful company lies a happy, motivated work-force that does not feel unduly stressed or burdened. Although many companies put a lot of emphasis on attracting the best talent to their workforces, it is my view that this alone is not sufficient, as a company must put equal emphasis on creating a high- performance workplace that allows those employees to maximize their potential.
Improving Patient Care Through Inspiring Happiness.
Kaplowitz M, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Nov;12(11):1227-8

Over the course of our experience with the happiness training program, we have come away with five key lessons: * Happiness is a choice rather than something one is born with, and it can be taught to individuals who otherwise consider themselves unhappy. * Happiness requires the ability to balance one’s personal and public lives.
Improving Patient Care Through Inspiring Happiness.
Kaplowitz M, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Nov;12(11):1227-8

* Feeling gratitude for the good things in one’s life can help suppress many of the negative emotions that can hinder happiness and success.
*Nurturing positive relationships, and taking the time to acknowledge and express gratitude for the efforts of others, can help one feel better about oneself.
* Learning optimism can help make people and businesses more successful.
Improving Patient Care Through Inspiring Happiness.
Kaplowitz M, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Nov;12(11):1227-8

“We must not forget that the happiness of all our employees is critical to a practice’s success, not simply the happiness of its physicians alone. Support staff members, including nurses, receptionists, and technologists, are much more likely to directly interact with our patients (i.e., customers), and if we have not taken the effort to create a positive, happy work culture for these employees, it is unlikely that they will be positive and engaging around our patients. and businesses more successful”.
Improving Patient Care Through Inspiring Happiness.
Kaplowitz M, Fishman EK, Horton KM, Raman SP.
J Am Coll Radiol. 2015 Nov;12(11):1227-8

“Hiring the best people requires an overhaul of the interview process. The traditional interview process is fundamentally flawed. During the traditional interview, one meets with the candidates and superficially reviews their curricula vitae and makes snap judgments as to whether they are a good fit for the job. The problem with this approach is that some people are more charismatic and naturally gifted in interviewing. They interview well and land jobs, even though they are not necessarily the most qualified or the best match. Others don’t shine during the interview but, if given the opportunity, can accomplish amazing things. The hiring process is a high-stakes endeavor that deserves more care and attention.”
How to Hire the Best People and Inspire Performance: Lessons for Radiology
Eric Becker, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 18, Issue 1, Part A, Pages 133-134, 2021

“After hiring the best people, we inspire them to perform at their best. We clearly define the vision and mission of the organization and expectation for each member of the team. We show them how their individual contributions fit into the big picture and how even menial tasks that seem below their level of expertise are critical to the mission. We hold weekly meetings to keep one another accountable and focused on the mission. We use a program called “Ninety.io” that allows each member to set 90-day goals and to-do lists to accomplish these goals. The program collects these data and shares these goals and to-do lists at the weekly meetings. We open each meeting by alternately sharing something about our personal lives and something positive about work to set the tone of the meeting. Then we take turns and evaluate whether we have accomplished our tasks and are on track toward our 90-day goals.”
How to Hire the Best People and Inspire Performance: Lessons for Radiology
Eric Becker, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 18, Issue 1, Part A, Pages 133-134, 2021

“Retail, finance, and virtually all other industries have undergone a digital transformation. Consumers have come to expect seamless transitions between their physical and digital experiences. We tap an app and expect our custom brew to be on the counter when we arrive at our local coffee shop. We enter an address into our telephone and expect a car to show up in minutes, to take us to our destination without ever opening our wallets. Health care, for good reason, is slower than most industries to embrace transformational change. Nonetheless, disruption coming. What is different is health care is being disrupted from the outside in by nontraditional houses from adjacent markets.”
Health Care Transformation From the Outside In
Jim Traficant, Elliot K. Fishman, Linda C. Chu, Steven P. Rowe
JACR Volume 17, Issue 7, 2020, Pages 979-980,

“Legacy health players hold the key to transformation. Marquee institutions like Johns Hopkins, Cleveland Clinic, Partners, Mayo, Ascension, Stanford, MD Anderson, Kaiser Permanente, and others own the most crucial value driver in health care—trust. The challenge lies in how to convert this treasured asset into a compelling future amid industry change. There are two options: (1) defend your brand and operating model, or (2) leverage your brand into a trusted ecosystem to create a future fueled by the disruption.”
Health Care Transformation From the Outside In
Jim Traficant, Elliot K. Fishman, Linda C. Chu, Steven P. Rowe
JACR Volume 17, Issue 7, 2020, Pages 979-980,

“Established health care brands will need to partner with each other and industry outsiders to create their desired future. The confluence of tech, policy, consumer demand, and emerging partnerships should signal to traditional health entities that now is the time to act.”
Health Care Transformation From the Outside In
Jim Traficant, Elliot K. Fishman, Linda C. Chu, Steven P. Rowe
JACR Volume 17, Issue 7, 2020, Pages 979-980,

“Radiology is being disrupted by AI and other forces. Indeed, radiology will be transformed by emerging technologies more quickly than any other medical specialty, as is already occurring with AI. Radiology departments should lean in, harness the disruption, and build strategic partnerships to frame new delivery and business models. As a field, we should seek out opportunities to partner with emerging and nontra- ditional entities in the health care space to leverage synergies between our ap- proaches and the disruptive forces they can bring to bear on medicine.”
Health Care Transformation From the Outside In
Jim Traficant, Elliot K. Fishman, Linda C. Chu, Steven P. Rowe
JACR Volume 17, Issue 7, 2020, Pages 979-980,

“Wonder Woman embodied additional qualities of empathy, intellect, peace, justice, and equality. The Wonder Woman comics mirrored shifts in traditional gender roles that were occurring after World War II. During the war, many women worked outside of the home to meet the demands of wartime industrial production. They worked in heavy industrial manufacturing plants that were previously dominated by men. This unleashed the genie in the bottle and instilled the idea that women could work along men as equals in the workforce, rather than staying at home. These changing attitudes paved the way for the women’s rights movement of the 1960s and 1970s.”
What Can Wonder Woman Teach Radiologists?,
Lynda Carter, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 19, Issue 2, Part A, 2022, Pages 314-315,

“Wonder Woman served as an inspirational role model at a time when there were few role models in real life. She was a trailblazer who showed that she did not need to fit into the culturally expected mold. She embraced her unique qualities and forged her own path. Nowadays, we have high-profile women leaders such as US vice president Kamala Harris, longtime German chancellor Angela Merkel, and New Zealand prime minister Jacinda Ardern, who reinforce the idea that women can be strong leaders.”
What Can Wonder Woman Teach Radiologists?,
Lynda Carter, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 19, Issue 2, Part A, 2022, Pages 314-315,

“One in five working adults serves as a family caregiver, and it is a responsibility that can wear on the physical, emotional, and financial health of individuals who also work full-time. These individuals often epitomize the sandwich generation, with high levels of burnout because of the competing needs of their careers balanced against childcare and elder care. Employees come to work distracted and stressed out and use different kinds of leave to manage care obligations. Caregiving is still primarily a women’s issue. Care became even more complicated with coronavirus disease 2019 (COVID-19) because people had to be careful about who came into their homes.”
Providing Resources for the “Sandwich Generation”: Personalized Help With Care for the Elderly and Disabled
Lindsay Jurist-Rosner, MBA, Elliot K. Fishman, MD, Linda C. Chu, MD, Steven P. Rowe, MD, PhD
J Am Coll Radiol. 2022 Aug 12:S1546-1440(22)00567-1.

“As the COVID-19 pandemic wanes across much of the United States and some other parts of the world, we are entering the era of “the great resignation.” Medical practicesare now finding themselves short of everyone from technologists, to nurses, to radiologists, to front-deskemployees. New types of benefits, such as concierge service platforms, may make people feel more valued andcould lead to improved engagement, morale, and recruitment and retention.”
Providing Resources for the “Sandwich Generation”: Personalized Help With Care for the Elderly and Disabled
Lindsay Jurist-Rosner, MBA, Elliot K. Fishman, MD, Linda C. Chu, MD, Steven P. Rowe, MD, PhD
J Am Coll Radiol. 2022 Aug 12:S1546-1440(22)00567-1.

“It is important to remember that what you tolerate, you in fact endorse.”
Leading in the World of Business and Medicine: Putting the Needs of Customers, Employees, and Patients First
Becker E, Fishman EK, Horton KM, Raman SP
J Am Coll Radiol. 2016 May;13(5):576-8.

“It is not just how you deal with success, good results and outcomes, but how you deal with life’s challenges that determines your success in business or medicine or, indeed, in life. ”
Leading in the World of Business and Medicine: Putting the Needs of Customers, Employees, and Patients First
Becker E, Fishman EK, Horton KM, Raman SP
J Am Coll Radiol. 2016 May;13(5):576-8.

“Business and life are about providing leadership and understanding, and not tolerating what shouldn’t be tolerated. If you follow these rules, I believe you will be more successful, have a rewarding career, and provide excellent care for your patients. Your patients deserve nothing less, and I know that you will provide nothing less.”
Leading in the World of Business and Medicine: Putting the Needs of Customers, Employees, and Patients First
Becker E, Fishman EK, Horton KM, Raman SP
J Am Coll Radiol. 2016 May;13(5):576-8.

’When I interview candidates for leadership positions, I conduct detailed, structured interviews that span several hours. We start with basic life story details such as where they were born and where they went to school. These details can paint a picture about their values and what drives them. Seemingly trivial details about a person’s life such as what sports he or she played in high school can shed important light. For example, participation in team sports during those formative years bolsters a candidate’s claims of being a team player and having the ability to lead. When I review previous work history with candidates, I systematically write down details about each job, from the earliest to the most current job. I note their former bosses’ names, what they would say about their bosses, and what their bosses would say about them. As the candidates undergo this process, they realize that all of these details are now in writing and can be verified with quick phone calls to the previous employers.”
How to Hire the Best People and Inspire Performance: Lessons for Radiology
Eric Becker, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 18, Issue 1, Part A, Pages 133-134, 2021

“The interview process at our institution aims to let the candidate meet with a number of interviewers. Therefore, each interview is rather short and fast-paced, ranging from 15 to 30 min depending on whether it is a resident, fellow, or faculty interview. We often have time to go through only superficial details but not to delve into deeper issues that determine what motivates candidates and whether they will be a great fit for our institution. Those of us who have been on these interview panels can attest that we often come to snap judgments about prospective colleagues that often prove to be wrong. We have had candidates who deliver average performances during their interviews but turn out to be absolutely spectacular once they join our group. Other candidates deliver stellar performances during their interviews but do not live up to expectations. We can optimize these processes by spending more time and digging deeper to hire the people who are most suited to our practice environment.”
How to Hire the Best People and Inspire Performance: Lessons for Radiology
Eric Becker, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 18, Issue 1, Part A, Pages 133-134, 2021

“Junior faculty members often feel overwhelmed by the clinical expectations and feel lost in navigating the academic journey. Some programs institute formalized senior-junior mentorship pairings that have variable success. Junior faculty members may have regular meetings on a quarterly or semiannual basis with division chiefs to evaluate their progress. These sporadic meetings are not sufficient to hold faculty members accountable. Instead of using these meetings to focus on actionable goals to keep us on track, much of the meeting may be spent on rationalizing the lack of progress. An alternative approach is to hold regular weekly or biweekly accountability meetings to keep everyone focused on our mission and actionable goals and ways to support one another to achieve our academic mission. Keeping faculty members mission focused and goal oriented can remind us why we chose the academic career and help us combat burnout. Last, we need to recognize the generational shifts in the labor market, because millennials are becoming a dominant generation in our workforce. Millennials have a tendency to question the status quo and may not necessarily “do as they are told.” The “gamification” approach may improve motivation, engagement, and performance of millennials and other generations alike.”
How to Hire the Best People and Inspire Performance: Lessons for Radiology
Eric Becker, Elliot K. Fishman, Steven P. Rowe, Linda C. Chu
JACR Volume 18, Issue 1, Part A, Pages 133-134, 2021