Reframing hierarchical interactions as negotiations to promote change in health-care systems

Patricia Satterstrom, Jeffrey T. Polzer, Robert Wei

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

We explore the social psychological, organizational, and professional factors that impede collaboration between high- and low-power parties in organizational contexts. Using the example of a health-care setting, we explain how low-power parties-in this case patients-have the potential to challenge the organizational power hierarchy by reframing ongoing interactions as negotiations to obtain services that better meet their needs. By focusing attention on mutual interests and interdependencies, a negotiation lens can change the parties’ pre-conceived perceptions of power asymmetries and allow low-power parties to actively participate in changes that improve outcomes for the entire system.

Original languageEnglish (US)
Title of host publicationHandbook of Conflict Management Research
PublisherEdward Elgar Publishing Ltd.
Pages291-307
Number of pages17
ISBN (Electronic)9781781006948
ISBN (Print)9781781006931
DOIs
StatePublished - Jan 1 2014

ASJC Scopus subject areas

  • Economics, Econometrics and Finance(all)
  • Business, Management and Accounting(all)

Fingerprint Dive into the research topics of 'Reframing hierarchical interactions as negotiations to promote change in health-care systems'. Together they form a unique fingerprint.

Cite this