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- Wiley
More About This Title Renegotiating Health Care: Resolving Conflict to Build Collaboration, 2e
English
Renegotiating Health Care
Since the first edition of Renegotiating Health Care was published in 1995, new treatments, technologies, business models, reimbursement methods, and regulations have tangibly transformed the substance of health care negotiation.
This thoroughly revised and updated edition of Renegotiating Health Care offers a practical guide to negotiation and conflict resolution in the health care field. It explores why unresolved conflict can hamper any organization's ability to make timely, cost-effective decisions and implement new strategies. The book focuses on the complex interactions between those who deliver, receive, administer, and oversee health care. It defines negotiation techniques and conflict resolution approaches that can improve efficiency, quality of care, and patient safety. Renegotiating Health Care outlines strategies and methods to resolve the myriad thorny issues encompassing the health care enterprise. It should be required reading for students and professionals in health services management, clinicians, leaders, policy makers, and conflict resolution experts working in the health care field.
Praise for Renegotiating Health Care
"An outstanding book! I learned their principles of meta-leadership while at the CDC and continue to use them at ABC News. This book is a must for anyone in leadership: practical, intuitive, and priceless."
—Richard E. Besser, MD, chief health and medical editor, ABC News
"This book is a must-read to assist today's health professional navigate the ever-changing health care delivery system. Leadership will be the key to success."
—Pat Ford-Roegner, RN, MSW, FAAN, senior health consultant and former CEO, American Academy of Nursing
English
Leonard J. Marcus is founding director of the Program for Health Care Negotiation and Conflict Resolution and founding co-director of the National Preparedness Leadership Initiative at the Harvard School of Public Health.
Barry C. Dorn is associate director of the Program for Health Care Negotiation and Conflict Resolution at the Harvard School of Public Health.
Eric J. McNulty is senior editorial associate at the National Preparedness Leadership Initiative, Harvard School of Public Health.
English
Preface vii
Acknowledgments xiii
The Authors xv
Part One Conflict
1 Why Conflict? 3
2 Moving Beyond Conflict 19
3 Setting the Stage for Negotiation 41
Part Two Negotiation
4 Interest-Based Negotiation 63
5 Framing to Generate Options 83
6 Reframing to Spur Momentum 107
7 The Walk in the Woods 139
Part Three Contest, Resolution, and Connectivity
8 Positional Bargaining 179
9 Mediation, Arbitration, and Dispute Resolution 223
10 Meta-Leadership 261
Part Four Evolving Health Care Practice
11 Designing a More Cohesive, Better-Linked Health System 295
12 Evolving with Technology 321
13 The Negotiating Patient 351
14 Changing Work and a Changing Workforce 383
Part Five Shaping Purpose
15 Crafting the Essentials 419
16 Constructing a Resilient Balance 449
Appendix: List of Characters 463
References 467
Index 477
