There are four steps to principled negotiation, which can be used as a negotiating tool and as a means of conflict management. First, "separate the people from the problem" (Hayes, 2010)
The fact that there are so many different sources of conflict makes it clear that healthcare professionals need to be aware of different methods for managing conflict and negotiating in the healthcare setting. Furthermore, even when conflict is resolved, it can have negative impacts on decision-making, retention, and even the safety and quality of healthcare (Kaufman, 2009)
Research into the root causes of disputes in the health care field reveal that healthcare institutions are "buffeted by significant interpersonal, organizational and interinstitutional conflicts. These conflicts appear primarily a function of powerful, interacting social forces, including aspects of medical and nursing practice and culture, organizational dynamics, the needs and characteristics of the hospital's patient population, and above all, the hospital's declining economic base" (Kressel et al
120). This means that negotiators should compare any proposal with their bottom line requirements to determine if it satisfies their best interests (Bateman, 2000)
Ways to limit the potential abuse of power There are some subjective considerations involved in this area that must be taken into account. For instance, it might well appear that power is being abused in health care settings from the perspective of others when in fact the exercise of such power is fully within the discretion and scope of the individual involved (Golembiewski, 2000)
Engage in a process of mutual concession-making; and, 9. Formally agree and ratify a final deal that is acceptable to both sides, and that can be successfully implemented (Hargie & Dickson, 2004, p
Human resources strategies and transparency mechanisms to prevent pursuit of self-interest A growing body of research indicates that the health care professions are different from many other occupations, but a debate remains concerning the extent to which health care professionals are "altruistic and committed to service vs. self-interested agents who exploit opportunities to maximize their powerful positions for their own benefit" (Loughry & Elms, 2006, p