By Nicole Dhanraj
Radiology is a fast-paced field where precision and efficiency are critical. But have you ever considered how the way we define disability influences not only patient care but also hiring practices, workplace policies and team culture? Many leaders still operate under a medical model of disability, focusing on individual limitations rather than examining the environmental barriers that exclude people from fully participating in the workplace.
By understanding different models of disability, radiology leaders can create a more inclusive department – one that supports employees at all levels while also enhancing the patient experience. Let’s explore the four key models of disability and how shifting perspectives can break down barriers in radiology.
The Medical Model: When Disability Is Seen as a Problem to Fix
The medical model treats disability as a condition inherent to the person, viewing it as a deficit that needs correction. This perspective is useful in clinical care, where diagnosing and treating conditions is essential. But when this model is applied to workplace policies, it often leads to exclusion, missed opportunities, and hiring biases.
For example, consider a CT technologist who has hearing loss. If viewed solely through a medical model lens, leadership might assume they can’t function efficiently in a fast-moving environment because they won’t hear verbal instructions or alarms.
This assumption overlooks simple accommodations, such as captioning software, visual alert systems, and designated communication protocols, that would allow them to perform just as effectively as any other team member.
The problem isn’t the disability – it’s the lack of flexible systems that allow people to work at their full potential. When radiology leaders broaden their perspective, they move beyond outdated assumptions and find real solutions that benefit both employees and the department.
The Social Model: Removing Barriers, Not Blaming the Person
The social model of disability shifts the focus from the individual to the barriers within the environment. Instead of seeing disability as the issue, this model recognizes that the way workplaces are designed determines how accessible they are to everyone.
For instance, let’s take a patient who uses a wheelchair and struggles to access a radiology exam table. The issue isn’t their disability – it’s that the department lacks height-adjustable tables and proper transfer equipment.
The solution? Investing in accessible imaging equipment, training staff on patient mobility needs, and designing facilities with accessibility in mind.
But these barriers aren’t just limited to patient care. They exist within hiring practices and everyday workplace policies as well.
Example: A Secretary Who Uses a Wheelchair Facing Hiring Bias
Imagine your department is hiring a radiology front desk coordinator, and one of the most qualified candidates uses a wheelchair. During the hiring process, the leadership team raises concerns:
- “Will they be able to move around the front desk efficiently?”
- “Can they retrieve files and supplies when needed?”
- “Wouldn’t it be easier to hire someone without mobility challenges?”
These questions reveal an unconscious bias rather than an actual barrier to job performance. The reality is, most front desk tasks are desk-based, and any mobility concerns can often be solved with simple adjustments, like lowered shelves, an adjustable desk, or digital file management systems.
If the best candidate is overlooked because of assumptions about what they “can’t do,” rather than focusing on what they bring to the role, the department loses out on valuable skills and diversity. The social model teaches us that the real issue isn’t the disability – it’s how we design our workspaces and policies.
The Biopsychosocial Model: A Balanced Approach to Inclusion
This model combines medical and social perspectives, recognizing that both personal health conditions and environmental factors shape disability experiences.
In radiology, where staff are often required to stand for long periods, lift patients, and perform repetitive movements, this model is particularly relevant.
Consider a sonographer who develops chronic wrist pain from years of scanning. If treated solely through a medical model, the focus might be on pain management or surgery. However, the biopsychosocial model encourages leaders to look deeper:
- Are ergonomic transducers available to reduce strain?
- Are there scheduled breaks to minimize repetitive stress?
- Could the workload be redistributed to prevent long-term injuries?
By addressing both the individual’s needs and workplace design, radiology leaders not only support their employees but also reduce turnover and increase job satisfaction.
The Human Rights Model: Ensuring Equal Access for All
The human rights model emphasizes that people with disabilities have the right to equal opportunities and full participation in society, including in the workplace.
While the medical and social models help identify challenges and solutions, the human rights model ensures that these solutions become the standard, not just accommodations made on a case-by-case basis.
Let’s revisit the secretary who uses a wheelchair. Under the human rights model, the conversation shifts from “Should we hire them?” to “How do we ensure they have what they need to succeed?”
Instead of debating whether a candidate with mobility challenges can navigate the front desk area, the focus should be on:
- Ensuring an accessible workspace – Adjustable desks, wider pathways, and digitized systems that eliminate unnecessary movement.
- Setting inclusive hiring policies – Focusing on skills and qualifications rather than assumptions about limitations.
- Creating a culture of accessibility – Making sure team members understand disability etiquette and fostering a workplace where everyone feels valued.
When radiology leaders adopt this mindset, inclusion becomes a leadership priority, not just a compliance requirement.
What Radiology Leaders Can Do Today
Disability inclusion doesn’t require overhauling your entire department – it starts with small but impactful changes that create an accessible, supportive work environment.
- Assess department accessibility – Are front desks, control rooms, and patient care areas designed with inclusion in mind?
- Address unconscious bias – Are hiring and promotion decisions based on skills, not assumptions about disability?
- Invest in workplace accommodations – Simple tools like ergonomic equipment, captioning software, and flexible schedules can make all the difference.
- Train your team – Disability etiquette and inclusion workshops help build awareness and foster a more inclusive culture.
By shifting away from outdated perspectives and embracing modern disability models, radiology leaders do more than comply with regulations – they create a workplace where all professionals can thrive.
Final Thoughts
Disability inclusion isn’t about charity – it’s about creating a workforce that reflects the real world.
When leaders understand the different ways disability is framed, they stop seeing it as a problem to solve and start recognizing it as an opportunity to build stronger, more inclusive teams.
In radiology, where technology and patient care are constantly evolving, accessibility should be a core part of leadership strategy, not an afterthought.
Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, R.T(R)(CT)(MR), is an experienced imaging director.
