By Dr. Nicole Dhanraj
An employee can wear the same badge, attend the same huddles, and cover the same call schedule as everyone else, yet still leave work wondering, “Do these people actually see me as part of the team?”
That experience has a name: othering.
Othering occurs when a person or group is treated as different from the people considered accepted, trusted or influential. It may be connected to race, culture, gender, age, disability, religion, military status, accent, education or sexual orientation. In imaging departments, it can also develop around job roles and workplace status: day shift versus night shift, permanent staff versus travelers, experienced technologists versus new graduates, or one modality versus another.
Othering is not always loud. Sometimes it is a joke, an eye roll, an inside conversation or a decision made without certain team members in the room.
What Othering Looks Like in an Imaging Department
I have seen versions of this situation play out in imaging departments.
A recently hired technologist questioned whether the correct protocol had been selected for a patient. Before the technologist could finish, a senior employee sighed and said, “We have been doing this a long time. You are not at your old hospital anymore.”
A few coworkers laughed. The manager heard the exchange but continued walking. The examination moved forward. The technologist never mentioned the concern again. The comment lasted only a few seconds. The impact lasted much longer.
She learned that asking questions could lead to embarrassment. The senior employee learned that dismissing her was acceptable. The rest of the team learned that silence was safer than challenging the group.
That is when othering becomes more than a workplace culture issue. It becomes a psychological safety, employee retention and patient safety issue.
Why Othering Is a Management Responsibility
Employees who feel excluded often begin making themselves smaller. They stop contributing during meetings. They hesitate to ask for help. They may avoid reporting a near miss because they do not want to be labeled inexperienced, difficult or overly sensitive.
Eventually, some disengage. Others leave.
Imaging managers should notice who receives informal coaching, desirable assignments, schedule flexibility, training opportunities, recognition and access to leadership. Othering is not only reflected in what people say. It is also revealed through patterns of opportunity.
How Managers Can Interrupt Othering
Managers do not need a polished speech. They need the confidence to interrupt the moment.
In the earlier situation, the manager could simply say: “Hold on. Let her finish.”
Then: “That’s a fair question. Let’s double-check the protocol.”
Later, the manager could speak privately with the senior employee: “I noticed how you responded when she asked about the protocol. You may not have meant anything by it, but shutting people down makes them less likely to speak up. I need you to handle those questions differently.”
One practical step managers can take today is to watch the next team meeting closely. Who speaks freely? Who is interrupted? Whose ideas receive attention? Who has learned to remain quiet?
Inclusive leadership begins with noticing.
Look around your imaging department. Who shows up, does the work and still wonders whether they truly belong?
If your imaging department is working to strengthen psychological safety, belonging and team communication, I can help! •
Dr. Nicole Dhanraj is out to make a difference, and values our workforce for what they bring, if you want to chat on this topic more or share your insights, do reach out nicoledhanraj@gmail.com.
