Organizational Culture in Radiological Department

On the way to organizational development, the introduction of relevant changes in the workflow and control over their implementation are integral components. In the healthcare sector, the principle of transition to new strategies based on previously supported methods is the practice that also requires detailed planning and monitoring. The concept of unfreezing the old organizational culture that Ransom and Ransom (2014) propose as the means of restructuring project schemes may be relevant with regard to a change policy promoted in particular medical institutions. According to the case of UNTHSC mentioned by the authors, this principle includes four main areas – performance improvement, strategic planning, budget allocation, and “accountability by measuring results” (Ransom & Ransom, 2014, p. 409). This algorithm is a valuable mechanism that may be utilized not only in financial also in medical organizations.

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I work in the radiology department, and if I apply the concept of unfreezing the old organizational culture to my professional environment, the aforementioned elements may also be involved. For instance, the principle of transition to a new accounting system is a valuable practice since working with hazardous exposures requires constant attention. Concentration is another essential element of my professional activity, and moving to new planning standards through the effective monitoring of all the procedures may help improve my individual skills. The policy of competent budget allocation will make it possible to control the purchases of equipment and components more reasonably, which is a crucial aspect of organizational changes. Finally, strategic planning as a path to development has value in the context of setting relevant tasks and methods for their implementation within a single program. Therefore, based on the elements of the concept of unfreezing the old organizational culture, it is possible to argue about the significance of this approach in the radiological department.


Ransom, S. B., & Ransom, E. R. (2014). Implementing quality as the core organizational strategy. In M. Joshi, E. R. Ransom, D. B. Nash, & S. B. Ransom (Eds.), The healthcare quality book: Vision, strategy, and tools (3rd ed.) (pp. 393-421). Chicago, IL: Health Administration Press.

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