15: NEGOTIATION SKILLS ■ 359CRR Global (2011) has created a ground-breaking model that is used internation-
ally for coaching within organizations and groups to unfold the power and potential
of relationship systems. This new methodology for facilitating human relationships
is inspired by and combines the concepts from coaching, psychology, organizational
development, mediation, quantum physics, process work, and general systems theory,
all of which are directly applicable to the DNP’s use in negotiation. In effect, the negoti-
ation role includes managing and leading relationship systems.
CRR Global’s (2011) approach is founded on the following principles, which DNPs
can use to create desired outcomes rather than focus on solving a problem. The first
principle is creating a shift from “who is doing what to whom” to “what is happening
here?” It creates a climate of being in the right relationship with oneself, others, and
the larger organization or system in which the DNP is functioning. In this view, all par-
ties have a voice that needs to be heard and acknowledged before a successful conclu-
sion to any negotiation can occur. Every relationship system is characterized by various
dynamic and evolving situations and human interactions. The DNP needs to be pre-
pared to assess what is happening in the situation that creates the need for negotiation.
Sometimes what is needed is to reveal that there is a system breakdown that is essential
to address in order to move forward.
The second principle is that the relationship system is naturally creative and whole.
In this view, there is no “they” rather there is “I, you, and we.” Whenever one falls into a
“they” view of a situation, the individuals risk putting themselves in the place of victim,
undermining their effectiveness and ability to resolve the situation. Assuming that all
parties in the relationship form something larger than the whole, this change empowers
members of the system to negotiate new ways of working together effectively.
A third principle is that the DNP works with the whole system within a larger con-
text, not just what appears on the surface. It is taking a metaview of the larger picture
that is important here, much like an orchestra conductor. Think of a gestalt where the
whole is greater than the sum of its parts. For example, Dr. Schmidt needs to acknowl-
edge that all opinions need to be voiced in order to uncover the real issues under the
resistance to change. She can then articulate what is going on that may be negatively
impacting optimal patient outcomes and use the collective knowledge and wisdom
of the group to create better solutions for ensuring that a holistic framework is used.
This means that the old way of working the system needs to yield to one that is more
empowered toward collective interest versus individual self- interest.
In summary, the role of the DNP in a systems context is essentially to reveal the
system to itself. In contrast to “fixing” what appears on the surface, the nurse can hold
up a mirror to what seems to be happening in order that others may be able to respond
in ways that better meet the needs of the larger system. The metaphor for the principle
is “the view of the eagle looking at the system versus the ant on the floor.”
POLITICAL, CULTURAL, AND GENDER CONTEXTS WITHIN THE SYSTEM
Organizations may be viewed through various perspectives through which the DNP
must practice. Bolman and Deal (2013) describe the four frames of an organization from
a system’s perspective, which include the structural, human, political, and symbolic/
cultural frames. Structure includes buildings, departments, technology, and equipment.
Human resources include the people and hierarchy within the system. However, nego-
tiation mostly takes place within the context of the political and symbolic frames.