Training leaders for resilient health care: Negotiation 101 for healthcare executives

Context: This study reports on evaluation of a two-day intensive negotiation skills training course, delivered to senior clinicians, managers, and executives within an Australian health service.
Objectives: The study aimed to evaluate the effectiveness of the negotiation training, by exploring whether staff members have implemented negotiation skills in their workplace in the time period since the training, and if so, how and when.
Methodology: The study used a qualitative approach, involving face-to-face interviews with 18 staff members who have completed the training. Interviews were transcribed verbatim, and inductive interpretive analysis techniques used to identify common themes.
Main results: Participants generally reported positive affective and utility reactions to the training, and all participants attempted to implement as least some of the skills in the workplace. The largest enabler for implementing the training was identified as provision of a Negotiation Toolkit, consisting of tools and worksheets to assist in preparing and conducting negotiations. The biggest barrier to implementing the skills in the workplace was identified as lack of time to reflect on the principles and to prepare for upcoming negotiations. Ongoing
skill development and retention were identified by most participants as not adequately addressed; suggestions for improving sustainability included provision of refresher training, mentoring, and/or allocating each participant a ‘person to call’ to discuss difficult or complex negotiations as they arose.
Conclusion: The training was well matched to the needs of participants, with negotiation a common and daily activity for most healthcare professionals. Implementation of the skills showed potential for improving collaboration and problem solving in the Australian health service studied.