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
Part One Conflict.
1 Why Conflict?
2 Moving Beyond Conflict.
3 Setting the Stage for Negotiation.
Part Two Negotiation.
4 Interest–Based Negotiation.
5 Framing to Generate Options.
6 Reframing to Spur Momentum.
7 The Walk in the Woods.
Part Three Contest, Resolution, and Connectivity.
8 Positional Bargaining.
9 Mediation, Arbitration, and Dispute Resolution.
Part Four Evolving Health Care Practice.
11 Designing a More Cohesive, Better–Linked Health System.
12 Evolving with Technology.
13 The Negotiating Patient.
14 Changing Work and a Changing Workforce.
Part Five Shaping Purpose.
15 Crafting the Essentials.
16 Constructing a Resilient Balance.
Appendix: List of Characters.
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.