Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn
Chapter 18: Reframing hierarchical interactions as negotiations to promote change in health-care systems
AbstractWe 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.
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