360 ■ III: ROLE FUNCTIONS OF DOCTORAL ADVANCED NURSING PRACTICE
Bolman and Deal (2013) use the metaphor of a jungle to view the political frame.
This is where the intersection of power, conflict, and coalitions takes place. A critical lens
through which one views negotiation recognizes that the system is composed of various
political arenas including administration, governing bodies, medical groups, ancillary
personnel, and nurses at all levels of education and experience. Therefore, individuals
could argue that one dimension of the DNP role is that of a politician, but not in the
traditional sense. For example, titles connote power in society and organizations. The
title “doctor” has historically been seen as belonging to a physician or perhaps to a uni-
versity professor. The title “doctor” when describing a nurse creates both confusion and
conflict related to the power and political meaning of the term. The DNP needs to be
prepared to respond to this issue.
Bolman and Deal (2013) also describe a symbolic frame, which includes the organ-
izational culture and its symbols. A metaphor here is the system as theater and includes
many cues, symbols, and stories that create system norms that often resist challenge or
change. A recent review of the literature (Gormley & van Nieuwerburgh, 2014) supports
the positive impact of a coach approach to organizational change and is consistent with
the model developed by CRR Global.
Thus, the DNP role includes viewing the system from the metaview of both polit-
ical and symbolic or cultural frames. Combining acute understanding of these frames
along with skill in being in the right relationship with self and others distinguishes the
role of the DNP from others. For example, DNPs who are using evidence- based prac-
tice may challenge organizational ways of practice (as will be seen in the following case
example).
Gender Effects in Negotiation
An examination of context would not be complete without including thoughts on the
effect of gender and other measures of equity on the system and the ability of the DNP
to negotiate effectively. Today 94% of nurses are still women (American Association of
Colleges of Nursing, 2009). The issues of gender also apply to issues of race, ethnicity,
and other considerations of equity (Harris, Moran, & Moran, 2007).
In several studies on gender differences in negotiation strategies, it was found that
men tend to view bargaining situations as short term and episodic in nature, whereas
women tend to view transactions with others as part of a long- term relationship (Babcock
& Laschever, 2008). Consequently, saying that women adopt more flexible bargaining
stances than their male counterparts can be explained by their attitude toward the length
of the relationship. But this difference in negotiating behavior can also be explained as
women’s concern for the equity of interpersonal relationships. In another gender- related
study, the results suggested that women report having obtained a good outcome when
they felt they had a pleasant interaction with the other party, even though they did not
resolve or even discuss the conflict between them (Donaldson & Frohnmayer, 2007). The
results of these studies suggest that women need to learn that it is legitimate to say what
they want, even if it conflicts with what they think the other person wants.
Another gender difference was found in Babcock and Laschever (2008) research, in
which men are significantly more likely to use negotiation to promote their own inter-
ests than are women. The accumulation of this disadvantage is sharply seen in salary
negotiation, where women are leaving thousands of dollars, potentially millions by the
time they retire. They also sacrifice visibility, training, and career growth because they
also do not seek opportunities or rewards as men do.
Holt (2010) is a seasoned executive and an executive coach, whose key focus is
helping women move forward. She believes women have to break some rules and