Description

Prompt on Structured Negotiation in Running a Hospital

This Assessment will involve the preparation of negotiation advice to a health manager. The dispute will be an authentic dispute that you will likely encounter as a health services manager. You will be required to analyze and develop your perspective on the dispute, by using the relevant theory, further research, and communication methods to progress towards a resolution of the dispute or negotiation.

Short report Format: 2000 words
Memorandum of Advice to the CEO
3rd person
cited material is to be referenced in APA style
intro- conclusion: As you would write a memo of advice

Criteria: 20% Generates an accurate and workable negotiating planning position which correctly identifies the interests and positions of each of the parties to the simulation (Phase I – Framing) 30% Demonstrates relevant dispute and negotiation skills, including the ability to provide advice to others in a way that is acceptable to the parties involved (Phase II – Dialogue) 30% Successfully generates options and strategies which achieves the client or participant’s priorities and interests (Phase III – Resolution) 20% Maintains and ethical and effective relationship with other simulation participants (Negotiation Ethics and Relationships).

Table of Contents

Structured Negotiation Preparation Advice. 3

Navigating Conflict and Change in Hospitals. 3

Preparation. 4

Relationship-Building. 4

Information-Gathering. 5

Information-Using. 5

Bidding. 5

Closing the Deal 6

Implementing the Agreement 7

Factors to Consider in Negotiating the Impasse. 7

Conclusion. 10

References. 12

Solution

Structured Negotiation Preparation Advice in Running a Hospital

TO: CEO, Hinchcliff Hospital

FROM:

DATE:

SUBJECT: Structured Negotiation Preparation Advice

Running a large hospital inevitably involves conflict, especially as shifting demographics compel the institution to adjust its services. Börner and Verstegen (2013) highlight that resistance to change often places pressure on hospital management, making it essential to approach such resistance with a strategic mindset. Using the example of Hinchcliff Hospital, this challenge becomes evident when the CEO proposes closing the accident and emergency department in favor of expanding aged care services—an idea that often clashes with the local community’s desire to preserve the hospital as the town’s central hub for health and wellness.

The hospital’s future performance hinges on the CEO’s ability to implement strategic measures that align with the town’s evolving demographic profile. Although differing opinions may arise, negotiation need not become a zero-sum battle. Treating it as a collaborative effort rather than a confrontation creates valuable opportunities to serve both the hospital’s goals and the community’s needs. To navigate complex institutional change, the CEO of Hinchcliff Hospital must adopt a structured negotiation approach grounded in preparation, collaboration, emotional intelligence, and community engagement to secure sustainable, widely supported outcomes.

Navigating Conflict and Change in Hospitals

To effectively manage negotiations with various hospital stakeholders, the CEO must adopt a structured and deliberate approach. Lee (2015) emphasizes that preparation is one of the most critical stages in any negotiation. The CEO should carefully plan the negotiation process, define the objectives of each party, anticipate stakeholder needs, and determine how to achieve the most favorable outcomes. Fisher (1988) further notes that successful negotiations often emerge from engaging with stakeholders who hold differing views. By choosing to involve the community served by Hinchcliff Hospital, the CEO demonstrates genuine commitment to promoting and advancing personal proposals.

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