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Informationen zum Autor 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. Klappentext 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 > ?Richard E. Besser, MD, chief health and medical editor, ABC News > ?Pat Ford-Roegner, RN, MSW, FAAN, senior health consultant and former CEO, American Academy of Nursing Zusammenfassung This practical guide to negotiation and conflict resolution in the healthcare field! reveals why unresolved conflict can hamper any organization's ability to make timely decisions and implement new strategies. Inhaltsverzeichnis 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 ...
