Dr Panagiotis Kanavos COW3.08

This course is available on the MSc in Health Economics, Policy and Management. This course is not available as an outside option.

Students must have completed Financing Health Care (modular) (SA4G1).

Lectures will cover the following material: The dynamics of health care stakeholders and the shifting balance of power among them; Introduction to the concept of negotiations and principles of game theory (principles of game theory, definition and properties of a Nash equilibrium; static and dynamic games; games with complete and incomplete information); the dilemma of complex, discontinuous, multiparty health care negotiations; the pepulator pricing exercise; the seven elements: defining success in health care negotiations; management as negotiation: frameworks and tools for analysing decision processes; the seven elements: defining success in health care negotiations; value creation and allocation in health care systems; when the people are the problem (partisan perceptions exercise; the three perspectives; the ladder of inference; the elements of relationship management).

Seminars will be interactive drawn based on case studies from specific health care environments (e.g. hospitals, drug coverage decision; health technology assessment; conflict between management and clinical excellence), and use frameworks such as Choice Analysis (a currently unresolved negotiation in which another party has or is expected to reject a proposal), Complex Problem Solving (a currently unresolved and complex situation involving so many parties and issues that the situation is unclear or confusing and our ability to influence the situation is in doubt), Rapport Management (one or more currently unresolved negotiations in which resolution of a troubled personal or corporate relationship with the key person(s) on the other side constitutes one of the major requirements or aspirations for agreement), Decision Rights Analysis (a live, unresolved task of persuasion involving one or more individuals negotiating in their capacity as employees of a large health care provider), and Value Creation (a complex, live, unresolved negotiation where lots of differing interests are implicated by the subject matter and the parties do not share the same interests or have the same priorities).

The course will comprise 10 x 1-hour interactive lectures, 1 x 1-hour revision session and 5 x 2-hour interactive seminars, where students will discuss specific case studies.

Students will be given a case study– reflecting a real-world situation - by the end of lecture 4 and will be asked to come up with a credible strategy/plan, which they will need to write up (2,000 words), submit and present during seminars.

1. Camerer C., Behavioural game theory: Experiments in strategic interaction, 2003.
2. Dunlop J.J., Collective bargaining: Principles and cases, 1958.
3. Fisher R, Patton B., Getting to Yes: Negotiating agreement without giving in, 2011.
4. Ury W., Getting to Yes, 1991.
5. Ury W., Getting past No, 1993.
6. Bolte Taylor J., My stroke of insight: a brain scientist's personal journey, 2009.
7. Kelly W., We have met the enemy and he is us, 1995.
8.de Caillieres M., On the manner of negotiating with Princes: from sovereigns to CEOs, envoys to executives - classic principles of diplomacy and the art of negotiation, 2000.
9. Tan G., negotiation by the book: 101 ageless principles made practical, 2011.
10. Shell R., Bargaining for advantage: Negotiation strategies for reasonable people (2nd edition), 2006.
11. Guasco M.P., Principles of negotiation: Strategies, tactics, techniques to reach agreement, 2007.
12. Brams S.J., Game theory and politics, 2011.

A group project, where small groups will be allocated a case study to work on, but individual group members will be responsible for submitting their own 4,000 word project individually (100%).