Collaboration in a competitive healthcare system: negotiation 101 for clinicians

Robyn Clay-Williams,Teresa Winata,Zhicheng Li,Michael Klug,Lauren Camilleri,Andrew Johnson,Paul Lane

doi:10.1108/jhom-12-2017-0333

Robyn Clay-Williams, Teresa Winata + Show 5 more

Open Access

https://doi.org/10.1108/jhom-12-2017-0333

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Abstract

PurposeThe purpose of this paper is to evaluate the effectiveness of negotiation training delivered to senior clinicians, managers and executives, by exploring whether staff members implemented negotiation skills in their workplace following the training, and if so, how and when.Design/methodology/approachThis is a qualitative study involving face-to-face interviews with 18 senior clinicians, managers and executives who completed a two-day intensive negotiation skills training course. Interviews were transcribed verbatim, and inductive interpretive analysis techniques were used to identify common themes. Research setting was a large tertiary care hospital and health service in regional Australia.FindingsParticipants generally reported positive affective and utility reactions to the training, and attempted to implement at least some of the skills in the workplace. The main enabler was provision of a Negotiation Toolkit to assist in preparing and conducting negotiations. The main barrier was lack of time to reflect on the principles and prepare for upcoming negotiations. Participants reported that ongoing skill development and retention were not adequately addressed; suggestions for improving sustainability included provision of refresher training and mentoring.Research limitations/implicationsLimitations include self-reported data, and interview questions positively elicited examples of training translation.Practical implicationsThe training was well matched to participant needs, with negotiation a common and daily activity for most healthcare professionals. Implementation of the skills showed potential for improving collaboration and problem solving in the workplace. Practical examples of how the skills were used in the workplace are provided.Originality/valueTo the authors’ knowledge, this is the first international study aimed at evaluating the effectiveness of an integrative bargaining negotiation training program targeting executives, senior clinicians and management staff in a large healthcare organization.

Highlights

Lack of resources is a perpetual problem in healthcare, an issue unlikely to change with the growing demands of an aging population and the rise in chronic health conditions
Description of the intervention We report the results of an evaluation of intensive negotiation skills training for executive, senior clinician and management staff members at a large tertiary care hospital and health service in regional Australia
Our findings suggest that almost all healthcare executives, senior clinicians and managers are able to apply practical bargaining skills to solve workplace problems after only two days of basic negotiation training

Summary

Introduction

Lack of resources is a perpetual problem in healthcare, an issue unlikely to change with the growing demands of an aging population and the rise in chronic health conditions Clinicians, especially those with management responsibilities, can often find themselves in situations where in order to maximize resources, they need to negotiate with their colleagues and patients, and sometimes a range of stakeholders including hospital boards, medical committees, politicians, lobbyists, community leaders and business executives (Anastakis, 2003). Clinicians must negotiate with each other and with managers, to clarify roles and responsibilities and to distribute resources among patient care teams If this is accomplished effectively, conflict resolution is unlikely to be required

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