Trova il tuo prossimo libro preferito

Abbonati oggi e leggi gratis per 30 giorni
Fast Facts for the Radiology Nurse: An Orientation and Nursing Care Guide in a Nutshell

Fast Facts for the Radiology Nurse: An Orientation and Nursing Care Guide in a Nutshell

Leggi anteprima

Fast Facts for the Radiology Nurse: An Orientation and Nursing Care Guide in a Nutshell

362 pagine
3 ore
Jun 5, 2014


"...covers many topics essential to the success of the nurse working in an imaging setting ... The handbook's size make it easily portable as a bedside reference...[It]would be a welcome addition to any radiology nursing unit's resources and would be a useful handbook in the emergency and critical care units' libraries as well."

-Kathleen A. Gross, MSN, RN-BC, CRN
From the Foreword

This portable guide to radiology nursing provides comprehensive information about this emerging specialty in a concise format designed for speedy information retrieval. Written for both practicing nurses and new orientees, it outlines general procedures and protocols, along with requisite information for patient care in specialized areas of radiology. It discusses care for all patient populations including morbidly obese, pediatric, geriatric, and oncology and addresses vascular access, infection control, teamwork, and sterile technique in the radiology setting. The book encompasses over 50 different IR procedures, and also describes emergency situations in radiology and how to respond to them.

With an emphasis on inter-professional care, the book demystifies complex procedures and includes clinical "pearls" from seasoned experts in radiology nursing. The bookís "Fast Facts" format features consistently organized chapters, bulleted information "at a glance," an introduction, objectives, and summary in each chapter, and case studies to reinforce radiological interventions. The guide will be a welcome addition to the arsenal of radiology, emergency, and clinical care nurses as well as new orientees.

Key Features:

  • Serves as an accessible, easy-to use, reference for practicing radiology nurses and new orientees
  • Describes numerous essential procedures and protocols in reader-friendly "Fast Facts" style
  • Addresses patient care in all areas of radiology and with specific patient populations
  • Includes coverage of vascular access issues and emergency situations
  • Delivers the accumulated wisdom of seasoned inter-professional practitioners
Jun 5, 2014

Informazioni sull'autore

Correlato a Fast Facts for the Radiology Nurse

Libri correlati
Articoli correlati

Anteprima del libro

Fast Facts for the Radiology Nurse - Valerie Aarne Grossman, MALS, BSN, RN


Radiology Foundation

Introduction to Radiology Nursing and Safety

Valerie Aarne Grossman

In this chapter, you will discover:

1.The complexity of radiology nursing

2.The essential role of teamwork

3.Safe radiation practices

The world of radiology is changing very quickly. It wasn’t too long ago when the only caregivers in any given radiology department were the radiologist and the technologist. Now, however, there may be a complex team of transporters, unlicensed assistive personnel, nurses, technologists, midlevel providers (nurse practitioners and physician assistants), as well as the radiologists! As the complexity of health care grows, so too does imaging ability. Different modalities, different technologies, and different skill levels must all work in harmony to provide precision images for the radiologist, who will ultimately provide insight into a patient’s condition for the ordering physician. Decreasing reimbursement, increasing regulation, and increasing sophistication combined with the different practice styles and needs of the radiology modalities can lead to a very confusing nursing environment that is continually changing and ever challenging (Donnelly, Dickerson, Goodfriend, & Muething, 2010).

Nursing is quickly gaining a greater presence in radiology settings. The increasing complexity of procedures within the modalities, as well as patients with more complex health care issues, requires the expertise of motivated nursing professionals. Radiology nurses must be self-motivated, patient focused, and able to work with a diverse team of individuals. Often, nurses in radiology are breaking new ground, discovering new patient care issues, and amending practice to meet new regulations. A radiology nurse must be able to care for the widest range of patients (much like a nurse in the emergency department), from pediatric to geriatric, from trauma to oncology, from self-care to total-care patients … there is no routine in radiology. Yet, it is more than that. A radiology nurse must remember that there is a person behind each and every image … someone with a life that matters, a story worth sharing. In the chaos of a normal work day, it can sometimes be easy for the nurse to forget how the patient sees his or her visit to radiology: Will this scan show that there is a tumor? Will this ultrasound show that I’m pregnant? Can this interventional radiology procedure stop the bleeding? Our radiology environment is normal for us, but to our patients who trust us with their lives it is foreign and scary. It is our role as professionals to guide patients through their time with us in radiology and to treat them with dignity and respect.


Refrain from the use of personal electronic devices while in the clinical area. This is an infection control risk and may allow the patients/visitors to misperceive where your attention is focused.


Today’s advancing medical imaging arenas are providing physicians with state-of-the-art technology to see within a body through diagnostic imaging tools. Yet, with that ability comes a degree of risk. It falls to the radiology team to protect not only the patient but also themselves in this environment. Some simple rules should be followed 100% of the time when working with radiation in the areas of computed tomography (CT), positron emission tomography (PET), interventional radiology, x-ray, nuclear medicine, mammography, cardiac catheter lab, operating room with a C-arm, or any number of other settings.

The very common term ALARA (as low as reasonably achievable) refers to the recommendation that the technologist uses the lowest amount of radiation technique possible to achieve the image that the radiologist needs. This is not a one-step process, as there are times when it may involve utilizing other modalities that do not use radiation (ultrasound or magnetic resonance imaging [MRI]). If the best study for the patient is one that uses radiation, then the team must consider increasing the distance from the source of radiation, decreasing the time of exposure to radiation, and using the appropriate shielding of the patient or staff.


Decreasing the amount of exposure time will automatically decrease the dose of radiation to the patient and the provider.

Thorough planning of the image or the procedure will be necessary, with streamlined work flow, precise protocols, and operational expertise of the equipment and/or radioactive material by the technologist.


Increasing the distance from the source of radiation will decrease the exposure dose.


Using the appropriate type of shielding will protect the individual from exposure. There are a variety of products available, including lead aprons, lead shielding stands, goggles, thyroid shields, and sterile drapes that cover the patients during procedures (Association of periOperative Registered Nurses, Conner, & Blanchard, 2011).


With mounting concerns of the carcinogenic effects of imaging techniques, it is essential for all imaging providers to keep as a priority the safety of staff and patients through utilization of the lowest dose possible for the imaging outcome desired, as well as ALARA.

Essentials of Teamwork

Polly Gerber Zimmermann

In this chapter, you will discover:

1.How to promote team

2.How to set boundaries with coworkers

3.How to handle escalating behavior


There is no ‘I’ in team is a common but often impotent phrase. To create a group that wants the same goals there must be an atmosphere that promotes comfort, camaraderie, and security with coworkers who are comfortable speaking up while supporting patient safety and quality care.


•Communicate reasons to enhance pride and tradition in the department.

People don’t worry about being fired as much as falling into disfavor or not belonging to the group.

•Compliment in public; criticize in private.

Identify at least one thing for each department member that the person does well and mention it in front of others.

•Look for an opportunity to tell other people’s bosses how well they did: It will get back to them.

•Find something outside of work that is important to each person in the department.

Regularly discuss that topic with them so your only interaction isn’t work. Common subjects include children/grandchildren, hobbies, or vacation.

•Consider a department meeting where universal expectations and code of conduct are identified, agreed upon, and posted.

Hold everyone accountable.


•Involve the affected individuals when determining change.

•Appeal to higher core, common values, such as safe patient care, quality, or effectiveness. Who would ever publicly admit they don’t care about those motivators?

•Communicate the reason for the change.

•Work privately to build a supportive consensus before any public presentation.

Start with the early adopters.

•Know best practices and cite them, as it shows what is possible.

•Cite a higher authority when asking for change or agreement. Sources can include:

Professional association recommendations

A published article

A senior administrator

What other hospitals in the local area are doing



Bullying or disruptive behavior is no longer acceptable in health care either by staff or patients/families. It is not only demoralizing but affects the quality of care. In one study, 76% of respondents reported that disruptive behaviors were linked to adverse events such as medical errors (71%) and patient mortality (27%) (Roche, Diers, Duffield, & Catling-Paull, 2010).


•Say something positive as the first thing you say to everyone every day.

•Establish behavioral policies and expectations, such as chain of command and/or zero-tolerance.

•Focus on improving the process rather than the person.


Verbal and Nonverbal Abuse


•Sighing, rolling eyes

•Abrupt response/walking away while another professional is talking

•Sarcasm, snide remarks

•Talking behind someone’s back

•Undermining/withholding information

Responsive Behaviors

•Deal with the action and request what you expect. Practice these phrases to use, especially if new to the department.

I sense that there may be something you wanted to say to me. It’s okay to speak directly to me.

The individuals I learn the most from are clearer in their directions and feedback. Is there some way we can structure this type of situation?

When something happens that is ‘different’ or ‘contrary’ to what I thought or understood it leaves me with questions. Help me understand how this situation may have happened.

It is my understanding that there was more information available regarding this situation. I believe if I had known that, it would affect how I learn.

•Use assertive communication with I statements that address behaviors (not personality).

I’ve noticed____.

When you do____, I feel____.

I need you to____.

•Use TeamSTEPPS’s Advocacy and Assertion ( It outlines the steps to take. when you are Concerned, Uncomfortable, or recognize a Safety concern (CUS) about what is currently happening.

Make an opening.

State the concern.

Offer a corrective action in a firm and respectful manner.

Obtain an agreement.

If ignored, repeat the request a second time. If not satisfied, then take stronger action such as activating the chain of command.


Up to 80% of the time, nurses deal with difficulties by avoidance. Besides the stress of unresolved conflict, failing to address inappropriate behaviors creates a culture where deviancy is normalized.

Specific-Person Abuse


•Specific negative language or behavior directed toward an individual, including sexual harassment.

•Screaming, throwing things, profanity.

Responsive Behaviors

•Tell the person to stop.

•Tell the person the discussion must be had in private. Turn around and walk away.

Code White/Code Pink, where all staff members surround a verbally attacked staff member. They stand silent with arms crossed and stare at the disruptive individual, who usually stops the offending behavior.


An ounce of prevention is worth a pound of cure when dealing with upset patients or family members. Set the positive tone from the first contact.


•Look up and beam when greeting people (keep the area over your heart open).

•Consider a scripted apology (I’m sorry you had to wait) anytime you do not immediately take the patient in.

•Compliment parents on their children. (All parents think their children are good looking and above average!)

•Remark to a child about how big they are.

•Do not interrupt the person when he or she is speaking to you.

The average health care provider interrupts 23 seconds into the patient’s statement.


Disruptive behavior is on a continuum. Recognize escalation and intervene appropriately.

First Stage: Challenging the Provider


•Voice changes tone, volume, or cadence from normal conversation.

•Body language demonstrates muscle tenseness, anger expression, or leaning forward.

De-escalation Responses

•Ignore challenges to the nurse’s qualifications or actions; redirect to the issue at hand to avoid a power struggle.

•Do not quote authoritative rules.

You can’t act like that! This is a hospital, rarely changes behavior.

•Let the person vent and do not deny the complaint to deflate the emotion.

•Acknowledge the person’s emotions (I can see you are angry) so the person feels validated.

•Use the person’s name often, as it grabs the rational part of the brain.

•Consider a blameless apologyI am sorry you had a problem. Seek to move forward, What can we do now to get you the care you need?

Second Stage: Refusal and Noncompliance


•Becomes more argumentative and challenging.

De-escalation Responses

•Set limits and specifically name unacceptable behavior (threatening, swearing). I felt put down by your sarcastic comment about____. I treat you in a respectful manner and I need you to do the same when you interact with me.

•Consider a verbal contract to control behavior. (Can you do____while I do____?)

•Focus on concrete needs (cup of coffee, and so on).

Third Stage: Emotional Release


•Outburst, with higher intensity.

•Loss of rational thought.

De-escalation Responses

•Remove from public arena.

•Restate what the person is saying.

•Share your emotional response (Now you are scaring me). It may make the person realize, perhaps for the first time, that he or she is losing

Hai raggiunto la fine di questa anteprima. Registrati per continuare a leggere!
Pagina 1 di 1


Cosa pensano gli utenti di Fast Facts for the Radiology Nurse

0 valutazioni / 0 Recensioni
Cosa ne pensi?
Valutazione: 0 su 5 stelle

Recensioni dei lettori