An exploration of the workplace culture in PET-CT in the southwest of England using a person-centred approach of surveys and observational data

INTRODUCTION: Positron emission tomography (PET) and computed tomography (CT) are non-invasive imaging techniques that utilise radionuclide pharmaceuticals to evaluate biochemical and functional processes within the human body. In the United Kingdom (UK), PET-CT services are delivered by a multidisciplinary workforce. As demand increases annually, adaptable departmental leadership is essential. METHOD: This was a two-phase mixed-methods workplace culture study appling the Context Assessment Index (CAI) tool (n = 37 question quantitative survey) to assess workplace culture, leadership, and evaluation. The second phase involved observational visits (n = 6 sites in the southwest of England), utilising the Workplace Culture Critical Analysis Tool (WCCAT) to observe the workplace culture, context, values, communication, and daily tasks. Data analysis included descriptive statistics for the CAI data and thematic coding and text analysis for the WCCAT data to identify recurring themes and patterns. RESULTS: The phase one CAI characteristics were scored as 78.8% for culture, 77.7% for leadership and 76.8% for evaluation. Phase two WCCAT observations identified nine common themes across all sites: leadership support, physical environment issues, cross-team and interdisciplinary communication and cohesion, career progression, workload balance, and resources and equipment. The study's limitations acknowledge the constraints of the sample size and geographic representation. CONCLUSION: The findings provide an insight into the workplace culture, leadership and evaluation of PET-CT departments in the southwest of England. The observational data helped identify where future improvements to service delivery and patient experience could be implemented. Communication within and between sites provided strong evidence of staff cohesion, ensuring continuous service delivery. IMPLICATIONS FOR PRACTICE: The potential for transformative leadership support for workforce career development might mitigate future staff burnout and attrition and promote career progression.