NEGOTIATION AND CONFLICT MANAGEMENT IN HEALTHCARE June 9-12, 2007 Time Saturday Topic Welcome and Introductions Negotiation & Conflict

Learning Objectives ♦ interest based negotiations ♦ the role of power in negotiations ♦ strategies for dealing with difficult behavior Importance of Negotiation and Conflict Management Skills Role of Conflict in Healthcare Organizations ♦ functions and dysfunctions ♦ personal behavior in conflict situations ♦ personal bargaining inventory The Role and Method of Integrative Negotiations ♦ alternatives to negotiations: power and rights ♦ separating the person from the problem ♦ focus on interests Preparing for Negotiations ♦ identify each party’s interests ♦ BATNA and WATNA ♦ prepare proposals and arguments CME Learning Objective: I am better able to use integrative negotiations to manage conflict in a healthcare organization. Articles, Cases and Exercises R. Lewicki, Essentials of Negotiation, 4th edition, McGraw-Hill Irwin: * ♦ Ch. 1, “The Nature of Negotiation” ♦ Ch. 2, “Strategy and Tactics of Distributive Bargaining” ♦ Ch. 3, Strategy and Tactics of Integrative Negotiation” ♦ Ch. 9, “Relationships in Negotiation” Faculty

Marie Chevrier, PhD David Winter, MD, MSc L. Thompson, The Mind and Heart of the Negotiator, John McCracken, PhD 3rd edition, Prentice Hall, Chapter 6, “Establishing Trust and Building a Relationship.” M. Williams, “Don’t Avoid Conflicts—Manage Them,” Harvard Management Update, 1997. Exercises: ♦ Personal Bargaining Inventory ♦ The Alpha Project ♦ Oil Pricing Exercise Video: R. Cialdini, “The Power of Persuasion”

* Included in pre-course readings.

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NEGOTIATION AND CONFLICT MANAGEMENT IN HEALTHCARE June 9-12, 2007 Time Sunday Topic Practicing the Art and Process of Negotiation ♦ identifying interests ♦ making and evaluating proposals ♦ reaching agreement ♦ discuss sequentially, decide holistically Role of Power in Negotiations ♦ traditional and non-traditional sources of power ♦ power imbalances ♦ how the weaker party gets what it wants Articles, Cases and Exercises R. Lewicki, Essentials of Negotiation, 4th edition, McGraw-Hill Irwin *: ♦ Ch. 4, “Negotiation, Strategy and Planning” ♦ Ch. 7, “Finding and Using Negotiating Power” Jean Poitras, Robert E. Bowen “A Framework for Understanding Consensus-Building Initiation” Negotiation Journal. Vol. 18 No.3, July, 2002 pp. 211-232. A. Tenbrunsel, “Are You too Powerful for Your Own Good,” Negotiation Newsletter, Harvard Business School, 2005. L. Thompson, The Mind and Heart of the Negotiator, 3rd edition, Prentice Hall, Chapter 7, “Power, Persuasion and Ethics.” Role Plays and Exercises: ♦ Town of Tamarack ♦ The Power Exercise CME Learning Objective: I am better able to identify the sources of power in a negotiation and how to use them. Faculty

Marie Chevrier, PhD David Winter, MD, MSc John McCracken, PhD

* Included in pre-course readings.

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NEGOTIATION AND CONFLICT MANAGEMENT IN HEALTHCARE June 9-12, 2007 Time Monday Topic Dealing with Difficult People ♦ handling emotions: our own and other’s ♦ consequences versus threats ♦ the science of persuasion Ethics in Negotiations Complex Negotiations ♦ levels of complexity ♦ process differences ♦ managing group dynamics Articles, Cases and Exercises R. Lewicki, Essentials of Negotiation, 4th edition, McGraw-Hill Irwin: * ♦ Ch. 8, “Ethics in Negotiation.” ♦ Ch. 10, “Multiple Parties and Teams” Jonathan R. Cohen “The Ethics of Respect in Negotiations” Negotiation Journal, April, 2002. Recommended Reading: W. Ury, Getting Past No, Bantam Books, 1993. Role Plays and Exercises: ♦ Blown Apart: A Bitter Battle Between an Insurer and Doctors ♦ The Hospital Committee Marie Chevrier, PhD John McCracken, PhD Faculty

CME Learning Objectives: I am better prepared to identify interests and deal effectively with difficult people in negotiations and conflict situations. I am better able to use principled negotiations to resolve contentious patient care issues in a fair and ethical manner.

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NEGOTIATION AND CONFLICT MANAGEMENT IN HEALTHCARE June 9-12, 2007 Time Tuesday Topic Third Party Intervention (Mediation) ♦ formal intervention ♦ manager intervention ♦ peer intervention Graded Exercise: Multi-Party Negotiation Review of Lessons Learned C. Liebman, “A Mediation Skills Model to Manage Disclosure of Errors and Adverse Events to Patients,” Health Affairs, July/August 2004. CME Learning Objective: I am better able to judge when and how to use informal mediation to manage conflicts Articles, Cases and Exercises R. Lewicki, Essentials of Negotiation, 4th edition, McGraw-Hill Irwin, Ch. 12, “Best Practices in Negotiations”* R. Lewicki, Negotiation, 5th edition, McGraw-Hill Irwin, Ch. 19, “Managing Difficult Negotiations: Third Party Approaches.” Marie Chevrier, PhD David Winter, MD, MSc John McCracken, PhD Faculty

Case: Blueville Health Foundation

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