Special Report of the RSNA COVID-19 Task Force: Crisis Leadership of Major Health System Radiology Departments during COVID-19 - PubMed (original) (raw)

Practice Guideline

. 2021 Apr;299(1):E187-E192.

doi: 10.1148/radiol.2020203518. Epub 2021 Jan 5.

Collaborators, Affiliations

Practice Guideline

Special Report of the RSNA COVID-19 Task Force: Crisis Leadership of Major Health System Radiology Departments during COVID-19

Mahmud Mossa-Basha et al. Radiology. 2021 Apr.

Abstract

Severe acute respiratory syndrome coronavirus 2 has spread across the world since December 2019, infecting 100 million and killing millions. The impact on health care institutions during the coronavirus disease 2019 pandemic has been considerable, with exhaustion of institutional and personal protective equipment resources during local outbreaks and crushing financial consequences for many institutions. Establishing adaptive principles of leadership is necessary during crises, fostering quick decision-making and workflow modifications, while a rapid review of data must determine necessary course corrections. This report describes concepts of crisis leadership teams that can help maximize their effectiveness during the current and future pandemics.

© RSNA, 2021.

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Figures

Diagram shows an example of crisis leadership team structure. The example crisis leadership team has the chair in an oversight position, with the vice chair of clinical operations and the operations director managing the leadership team. They are responsible for incorporating information and data from the leadership team and generating cohesive policies. These policies are then reviewed by the leadership team, which includes leaders in all workforce and operational spaces. Modifications are made to the new policies and workflows from the discussions and then communicated to the target audiences, including the department and clinical services that order imaging examinations through multithreaded communication. The workforce and operational leaders gather feedback from their teams and bring this back to the crisis leadership team to discuss what is and is not working and to facilitate course correction. All communication is bidirectional, with ground-up feedback.

Diagram shows an example of crisis leadership team structure. The example crisis leadership team has the chair in an oversight position, with the vice chair of clinical operations and the operations director managing the leadership team. They are responsible for incorporating information and data from the leadership team and generating cohesive policies. These policies are then reviewed by the leadership team, which includes leaders in all workforce and operational spaces. Modifications are made to the new policies and workflows from the discussions and then communicated to the target audiences, including the department and clinical services that order imaging examinations through multithreaded communication. The workforce and operational leaders gather feedback from their teams and bring this back to the crisis leadership team to discuss what is and is not working and to facilitate course correction. All communication is bidirectional, with ground-up feedback.

References

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