It sounds simple, but in reality, it’s very difficult. Difficult, that is, to control what appears to be a built-in human nature: The impulse, when dealing with a potential deal partner, to have the mindset of a seller. Let’s step back for a moment. Note that I said “mindset” to distinguish the concept of inner…
If collaboration really is the real thing, let the hospital design the deal, but the physicians control it.
Last fall, Milford Hospital, located in Milford, Connecticut, announced that it was exploring a merger with Bridgeport Hospital, part of Yale New Haven Health. A week or so ago, Connecticut state legislators spoke in support of Milford’s request for required state approval of the merger, under the terms of which all of Milford’s employees would…
When most medical group leaders think about incentives, it’s usually in the context of structuring performance incentives for the group’s physicians, or in the context of incentives that flow to the group; itself pursuant to contracts with payors or facilities.
When most medical group leaders think about incentives, it’s usually in the context of structuring performance incentives for the group’s physicians.
Negotiating effectively requires uncovering hidden incentives driving the other party, it’s key to decoding decisions and outcomes.
The goal of negotiation isn’t to be liked by your negotiating opposite.
Ride along with Mark as he discusses a tactic that, though used by creeps, can be employed in negotiations for good.
We usually think of nosocomial infection, one contracted from the environment or staff of a healthcare facility.
You’re driving toward contract success. But then the other party forces you off the road. Welcome to the exit marked early termination.