"The Rocking Chair Syndrome" in Nuclear Medicine and Radiology: How to Effectively Utilize Time and Energy in Decision Making

Introduction: -Define rocking chair syndrome and how it applies to nuclear medicine and radiology.-Explore ways to combat procrastination in the workplace. Procrastination and striving for perfection can lead to the to staying in place in a rocking chair loop. New Innovations are constantly occurring in the workplace and require action to move forward to implement technologies, such as using new equipment, radiopharmaceuticals and treatments. Challenges and too much thought can incapacitate and requires prompt actions to stay competitive.

We discuss methods to avoid indecisions and procrastination, learning how to stop preparing and start acting on important decisions.

Methods: A rocking chair moves forwards and backwards, but never advances in either direction. Rocking Chair Syndrome is the belief that procrastination is similar to the motions of a rocking chair and how we limit our productivity. Here we will discuss this syndrome, how it applies to nuclear medicine and radiology, and how to reduce procrastination in the workplace.

We describe several ways to change from procrastination to action in the workplace, improving ways of viewing things such as setting time limits, limiting various choices, utilizing effective communication, etc.

Results: Procrastination is a self-handicapping behavior which paralyzes the individual from making decisions in a timely fashion. With the advancement of technology and the need to interpret imaging more efficiently, there is no room for delay in radiology. Ordering providers rely on nuclear medicine physicians and radiologists to read the imaging, guide diagnosis and recommend management; without prompt action, care is delayed. To combat procrastination, we suggest the use of “implementation intentions”, where the individual must purposefully make plans and detailed actions to accomplish a goal. Rather than just listing goals with the intent to accomplish them, implementation intentions force the individual to define where, when and how these goals are to be achieved. In addition, goals should be organized in an “if/then” format, where the “if” refers to a situation that arises, and the “then” refers to the action which will help to accomplish the goal.

Conclusions: The demands of our field are increasing, and nuclear medicine physicians and radiologists need to remain efficient to help deliver the best possible care. By being cognizant of our procrastination and utilizing implementation intentions to combat it, we will be better suited to manage the ever-increasing demands of our field by utilizing our time more efficiently, and thereby benefiting our patients.