Background/Objectives: Despite the growing popularity of large language models (LLMs), there remains a notable lack of research examining their role in workplace management. This study aimed to address this gap by evaluating the performance of ChatGPT-3.5, ChatGPT-4.0, Gemini, and Gemini Advanced as famous LLMs in responding to workplace management questions specific to radiology. Methods: ChatGPT-3.5 and ChatGPT-4.0 (both OpenAI, San Francisco, CA, USA) and Gemini and Gemini Advanced (both Google Deep Mind, Mountain View, CA, USA) generated answers to 31 pre-selected questions on four different areas of workplace management in radiology: (1) patient management, (2) imaging and radiation management, (3) learning and personal development, and (4) administrative and department management. Two readers independently evaluated the answers provided by the LLM chatbots. Three 4-point scores were used to assess the quality of the responses: (1) overall quality score (OQS), (2) understandabilityscore (US), and (3) implementability score (IS). The mean quality score (MQS) was calculated from these three scores. Results: The overall inter-rater reliability (IRR) was good for Gemini Advanced (IRR 79%), Gemini (IRR 78%), and ChatGPT-3.5 (IRR 65%), and moderate for ChatGPT-4.0 (IRR 54%). The overall MQS averaged 3.36 (SD: 0.64) for ChatGPT-3.5, 3.75 (SD: 0.43) for ChatGPT-4.0, 3.29 (SD: 0.64) for Gemini, and 3.51 (SD: 0.53) for Gemini Advanced. The highest OQS, US, IS, and MQS were achieved by ChatGPT-4.0 in all categories, followed by Gemini Advanced. ChatGPT-4.0 was the most consistently superior performer and outperformed all other chatbots (p < 0.001-0.002). Gemini Advanced performed significantly better than Gemini (p = 0.003) and showed a non-significant trend toward outperforming ChatGPT-3.5 (p = 0.056). ChatGPT-4.0 provided superior answers in most cases compared with the other LLM chatbots. None of the answers provided by the chatbots were rated "insufficient". Conclusions: All four LLM chatbots performed well on workplace management questions in radiology. ChatGPT-4.0 outperformed ChatGPT-3.5, Gemini, and Gemini Advanced. Our study revealed that LLMs have the potential to improve workplace management in radiology by assisting with various tasks, making these processes more efficient without requiring specialized management skills.

The onset of the COVID-19 pandemic severely threatened all aspects of academic family medicine, constituting a crisis. Multiple publications have identified recommendations and documented the creative responses of primary care and academic organizations to address these challenges, but there is little research on how decisions came about. Our objective was to gain insight into the context, process, and nature of family medicine leaders' discussions in pivoting to address a crisis.

We used a qualitative descriptive design to explore new dimensions of existing concepts. The setting was the academic family medicine department at the University of Toronto. To identify leadership themes, we used the constant comparative method to analyze transcripts of monthly meetings of the departmental executive: three meetings immediately before and three following the declaration of a state emergency in Ontario.

Six themes were evident before and after the onset of the pandemic: building capacity in academic family medicine; developing leadership; advancing equity, diversity, and inclusion; learner safety and wellness; striving for excellence; and promoting a supportive and collegial environment. Five themes emerged as specific responses to the crisis: situational awareness; increased multidirectional communication; emotional awareness; innovation in education and patient care; and proactive planning for extended adaptation to the pandemic.

Existing cultural and organizational approaches formed the foundation for the crisis response, while crisis-specific themes reflected skills and attitudes that are essential in clinical family medicine, including adapting to community needs, communication, and emotional awareness.

In coronavirus disease 2019 (COVID-19), medical imaging plays an essential role in the diagnosis, management and disease progression surveillance. Chest radiography and computed tomography are commonly used imaging techniques globally during this pandemic. As the pandemic continues to unfold, many healthcare systems worldwide struggle to balance the heavy strain due to overwhelming demand for healthcare resources. Changes are required across the entire healthcare system and medical imaging departments are no exception. The COVID-19 pandemic had a devastating impact on medical imaging practices. It is now time to pay further attention to the profound challenges of COVID-19 on medical imaging services and develop effective strategies to get ahead of the crisis. Additionally, preparation for operations and survival in the post-pandemic future are necessary considerations. This review aims to comprehensively examine the challenges and optimization of delivering medical imaging services in relation to the current COVID-19 global pandemic, including the role of medical imaging during these challenging times and potential future directions post-COVID-19.

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.

The Covid-19 pandemic surges of 2020 resulted in major operational, personal, and financial impacts on US radiology practices. In response, a series of strategic and intentional operational changes were implemented, varying by practice size, structure and model. In reviewing the many business lessons that we learned during the pandemic, it became clear that for a business to be successful, a host of additional supportive factors are necessary. In addition to timely expense reductions, optimizing revenue capture and close monitoring and management of cash and reserves available for use, we also consider effective leadership and communication strategies, maintenance of a healthy and adequately staffed team, support for a remote work environment and flexible staffing models. Other ingredients include effectively embracing digital media for communications, careful attention to current and new stakeholders and the service delivered to them, understanding federal and state regulatory changes issued in response to the pandemic, close collaboration with the Human Resources office, and an early focus on redesigning your future practice structure and function, including disaster and downtime planning. This review aims to share lessons to enable leaders of an imaging enterprise to be better prepared for similar and future surges.