Forum Replies Created
-
Posts
-
-
In an ideal world, the negotiation creates value for both parties, but the BATNA is clearly variable in certain situations, especially those when the negotiation table is tipped in-favor of the other party. Specifically, we have a faculty position that requires a highly specialized provider to fill the role and the market for this type of clinician is heavily weighed in-favor of the faculty applicant, as there are few qualified applicants seeking academic appointments and thus, they are highly sought-after. As a result, in prior negotiations I gave more than I received and this has resulted in conflict between the existing team and its newest member. In this case, for example, I did not perceive that I had a ‘real’ BATNA and thus, I gave a great many concessions which were difficult on the entire enterprise when in-place. In retrospect, my BATNA should have been to continue the faculty search in lieu of making the deal. Easier said than done when you need skilled faculty.
-
Financial statements are challenging, especially if the data accuracy is uncertain. For instance, we use a third party service that provides monthly reports in a cash accounting format and there is uncertainty that the data is actionable and useful in practice improvement and future planning. Specifically, there is a silo between the practice and the billing company…we do not get feedback regarding billing issues or opportunities, such as modifier use or CPT coding (practice comparison to national benchmarks, etc). Thus, we are challenged with deciphering data that is unclear and determining how to use it to navigate the future.
-
The availability of financial information is variable. Specifically, at the institutional level, full financial statements are not easily attainable, but portions are shared with mid-to-higher level personnel. However, at the Departmental level, data is more readily available but is not always easily understood or actionable. Specifically, reports are provided by a third party in a cash accounting format. Simply, the data is hard to interpret, even at 12 month intervals and thus, it is challenging to use the financial information to improve performance and/or prepare for the future.
-
I have been in an organization that embraced Deming’s idea of Quality Leadership. Attempts were made to improve processes and involve all staff so as to enhance engagement and performance. However, the organizational structure negatively impacted the leadership activities as there was a siloed disconnect between the leadership team and the operations team. The result was frustration and a slower pace of change, as attempts for departmental improvement via staff input, autonomy and decision-making were partially thwarted by the operational bureaucracy. Thus, in this particular example, influence, communication and persistence, by the leadership team, were needed to continue to work towards the realization of the mission, vision and overall strategy. Leadership cannot occur in vacuum and in large organizations, the process is complex and challenging.
-
