By Nicole Dhanraj
As a radiology leader, you make decisions every day that affect your team and the patients you serve.
But have you ever considered whether unconscious bias about disability is shaping those decisions? Ableism – the belief that people with disabilities are less capable – often creeps into leadership practices without us realizing it. It might show up in hiring, promotions, or even the way workplace policies are written.
The problem with hidden bias is that it’s just that – hidden. It’s not always obvious, and most leaders don’t intentionally discriminate.
But assumptions about what a person with a disability can or cannot do can hold back talented employees and create barriers to inclusion.
The good news? Once you recognize these biases, you can start making real, impactful changes to foster a more equitable and high-performing department.
The Problem with Assumptions
One of the most common biases in leadership is assuming that a person with a disability can’t handle certain tasks. Let’s say you’re hiring an administrative assistant for the radiology department, and one of the top candidates has multiple sclerosis (MS). They have years of experience and excellent references, but during the interview, you find yourself wondering:
- Will they be able to keep up with the fast pace of the office?
- What if they need extra breaks? Will that disrupt the workflow?
Before you even realize it, you’ve shifted the focus from their qualifications to their medical condition. Instead of seeing their skills, professionalism, and experience, you’re worrying about things that might not even be an issue.
The reality is that many professionals with MS effectively manage their workload, and if accommodations are needed, they’re often minimal – like an ergonomic workstation or flexible scheduling.
A simple way to combat this bias? Ask, don’t assume. Instead of ruling someone out because of what you think might be a problem, ask them, “What would help you succeed in this role?” You’ll likely find that the solution is much simpler than you expected.
Unfair Barriers to Promotion
Bias doesn’t just show up in hiring – it also affects who gets promoted and who doesn’t. Imagine you have a radiologic technologist who has dyslexia.
They’re one of the best techs on your team, known for their strong patient care, ability to train new hires, and leadership skills. But when it comes time to promote a new lead tech, they’re overlooked because:
- “They struggle with reading orders quickly.”
- “Would they have a harder time keeping up with training materials?”
Rather than evaluating their actual leadership potential, the decision is based on assumptions about dyslexia and paperwork. The truth is, small accommodations – like speech-to-text software, templates for structured reports, or voice recording tools – could make documentation a non-issue.
By assuming they wouldn’t be able to handle leadership responsibilities, the department misses out on a great leader who could bring valuable skills to the team.
If someone is excelling in their role, look at their strengths rather than making assumptions about challenges. Leadership isn’t about how fast someone reads a report – it’s about how well they guide a team, solve problems, and create a positive work environment.
Accommodation Myths
Another common ableist assumption is that hiring people with disabilities will be costly or disruptive because of workplace accommodations. In reality, most accommodations cost very little or nothing at all.
For example, a radiologic scheduler who has attention-deficit/hyperactivity disorder (ADHD) may benefit from structured digital tools with automatic reminders, task management features, which can help them with organization. They can also benefit from noise-canceling headphones or a quieter workspace to reduce distractions in a busy office. A technologist with arthritis might benefit from an ergonomic chair or voice-command software. None of these adjustments disrupt workflow or impact productivity – in fact, many of them can improve overall efficiency.
According to data from the Job Accommodation Network (JAN), most workplace accommodations cost less than $500, and many are free.
A lot of the time, the biggest adjustment isn’t money – it’s a shift in leadership mindset.
How to Overcome Hidden Bias in Leadership
1. Rethink How You Hire and Promote
When reviewing applications or considering promotions, ask yourself:
- Am I making assumptions about what this person can or can’t do?
- Am I evaluating their skills and potential fairly?
- Are there simple accommodations that could help them succeed rather than excluding them?
If a job description automatically disqualifies someone with a disability, question whether it’s truly necessary. For example, does an administrative assistant really need to be able to lift 50 pounds, or was that just copied from an old job listing?
2. Create a Culture of Open Conversation
Many employees don’t disclose disabilities because they fear discrimination or negative assumptions.
Instead of waiting for employees to ask for accommodations, create a culture where support is the norm. Ask, “What do you need to do your best work?” rather than waiting until someone struggles.
3. Challenge Your Own Biases
Even the most inclusive leaders have unconscious biases, and that’s OK – as long as you work to recognize and challenge them.
Consider taking disability bias training or having discussions with employees about what barriers they face.
4. Audit Workplace Accessibility
Take a walk through your department and ask:
- Are workstations, breakrooms, and imaging rooms physically accessible?
- Are policies flexible enough to support employees who need adjustments?
- Is technology available to make documentation and communication easier for people with disabilities?
Moving from Assumptions
Hidden bias isn’t always intentional – but its effects are real. When we assume that a qualified candidate won’t be able to do the job, or that an existing employee can’t handle leadership responsibilities, we create barriers that don’t need to exist.
The best way to lead adaptively? Ask, listen, and be willing to adapt. The strongest teams are diverse, and the best leaders recognize that talent comes in all forms.
When radiology leaders commit to breaking down ableist assumptions, they don’t just create a more inclusive department – they build a stronger, more effective workforce.
Are you ready to start making changes?
Small steps – like reviewing hiring policies, updating job descriptions, and having open conversations – can make a world of difference.
Let’s start breaking down barriers together.
Nicole Dhanraj, Ph.D., SHRM-SCP, PMP, GPHR, CPSS, CRA, RT(R)(CT)(MR), is an experienced imaging director.
