Adaptation skills

, 92

Analytical diagram

, 61

Analytical models

, 61, 105

of negotiations

, 64–65

Anchoring

, 84

Archives

, 42

Assessments based on initial value

, 84

Authority principle

, 81

Basic values

, 98, 100–101

Bottom-up model

, 31

Change

, 49

learning and

, 56

Cognitive models

, 63

Communication

, 17

information and

, 57

model

, 2

systems

, 49

Competitive tendering of health services

, 18

Complementary systems

, 22–23

Concrete

, 94

Conflict resolution in hospitals

analytical model of negotiations

, 64–65

framing situations

, 95–105

information processes

, 72–95

negotiation

, 61–62

negotiation theory

, 62–64

problem-structuring

, 65–72

reflections

, 105–106

Conflicts

, 61

Confrontation skills

, 92

Consensus principle

, 80

Consistency principle

, 79–80

Contrast principle

, 78–79

Cooperate-cooperate-imitate strategy

, 90

Cooperate-imitate strategy

, 90

in negotiations

, 89–90

Coordination competence

, 27–28

Core competence

, 28

Cost effectiveness

, 18

Culture

, 19–20

Databases

, 42

Decision-making

competence

, 28–29

function

, 50–51

Demand and supply of health services

, 4–8

Demographic trends

, 4

Design error

, 55

Deutero learning

, 53–54

Diagnosis-related groups (DRG)

, 12–15

creep

, 15

Digitalization of hospitals

, 46

Divisional model

, 1–2

Double-cooperate strategy

, 90

Double-loop learning

, 53

Electronic health records

, 41

Electronic patient record systems

, 37

Emotional intelligence

, 93–94

Emotions

, 101

Employees

, 35

Error

, 55

Ethics

, 58

Expectation mechanisms

, 51

Expert rule

, 95

External information

, 49

External media

, 42

Facts rule

, 95

Feedback mechanisms

, 50–51

Financial management system

, 15

First-hand information rule

, 95

Fourth Industrial Revolution

, 7

Framing situations

, 95, 99, 105

building trust

, 102–103

clarifying basic values

, 98, 100–101

developing positive emotions

, 101–102

explanation of model

, 102–104

negotiation patterns

, 104–105

Funding system’s consequences for leadership and organization

, 12–15

Game theory

, 62–64

Globalization of economy

, 46

Group-thinking

, 74

Health improvements

, 31

Health personnel management in hospitals

, 32–33

Health professionals

, 11

performance

, 7

Healthcare personnel organization in hospitals

, 27–29

Healthcare-oriented management philosophy

, 16

Holistic causal understanding

, 47

Hospital management

models

, 1, 3

organizational learning in

, 54–58

system

, 50

Hospitals

, 7–8

administrators

, 11

digitalization of

, 46

leadership

, 1

memory function

, 50

organizational learning in

, 49–51

tacit knowledge in

, 47–48

and value creation

, 35–38

Idealized system design

, 93

Influencing techniques in negotiation situations

, 91, 93

Information analysis

, 50–51, 93

Information and communication

, 56–57

Information coordination function

, 51

Information gathering

, 74–77

Information processes

, 72–95

assessments based on initial value

, 84

authority principle

, 81

choice of alternatives

, 93–95

comparision with similar cases

, 84–85

consensus principle

, 80

consistency principle

, 79–80

contrast principle

, 78–79

cooperate-imitate strategy in negotiations

, 89–90

currently accessible information

, 83

explanation of model

, 86, 88, 91

goals, strategy and plans

, 85–86

information analysis

, 93

information gathering

, 74–77

information to influence negotiation situation

, 77–78

liking principle

, 80

in negotiation situation

, 73

principles guide everyday thinking

, 78–81

prominent in memories

, 83–84

reciprocity principle

, 79

rules of thumb

, 82–85

scarcity principle

, 81

seven influencing techniques in negotiation situations

, 91, 93

strategy

, 88–89

structure of message

, 72

word ‘because’

, 82

Information technology (IT)

, 41

Innovation

, 41

tacit knowledge and

, 45–47

Institutional economics

, 62–64

Institutional factors

, 20

Institutional theory

, 62–63

Interest

, 90–91

Internal information

, 49

Interorganizational approach

, 22–23

Interpretative funnel

, 18–19

Knowledge. See also Tacit knowledge

, 41, 47–48

economy

, 35

knowledge-based growth theory

, 25

Knowledge-effectiveness perspective

, 25–26

background of research question

, 26–27

detailed explanation of knowledge system 5 in relation to health sector priorities

, 29–31

health personnel management in hospitals

, 32–33

healthcare personnel organization in hospitals

, 27–29

reflections

, 33–34

theoretical considerations

, 25–26

Leaders

, 35

Leadership

, 1, 9

complexity

, 7

philosophy

, 15

Learning. See also Organizational learning

, 49

models

, 63

Liking principle

, 80

Linear processes

, 35

Local information

, 94

Management model

, 1–2

Management philosophies in hospitals. See also Hospital management

contextual factors

, 20

critical notes

, 21–23

funding system’s consequences for leadership and organization

, 12–15

history, tradition and culture

, 19–20

hospital leadership philosophies

, 14

individual

, 21

institutional factors

, 20

management philosophies and interpretations

, 16–21

Management system

, 11, 13

Management training for all hospital employees

, 57

Market oriented management model

, 16–17

Negotiated-order

, 63

Negotiation

analytical model of

, 64–65

cooperate-imitate strategy in

, 89–90

effectiveness

, 87

patterns

, 104–105

seven influencing techniques in negotiation situations

, 91–93

techniques

, 61

theory

, 61–64

New Public Management (NPM)

, 16–17, 21

Non-economic models

, 63

Nursing

, 26

Official stamp rule

, 95

Operational leaders

, 16

Organizational ‘unlearning’, organizational learning requires

, 59–60

Organizational learning

, 49

Deutero Learning

, 53–54

double-loop learning

, 53

explanation of model

, 55–56

in hospital management

, 54–58

in hospitals

, 49–51

information processes in hospitals

, 50

management implications

, 57–58

management training for all hospital employees

, 57

management variable

, 57–58

requires organizational ‘unlearning

, 59–60

single-loop learning

, 52

types

, 51–54

Organizational management philosophy

, 16, 18

Permanence rule

, 95

Personal skills

, 92–93

Perspective insight

, 71–72

Planning skills

, 92–93

Plans

, 85–86

Positive emotions

, 101–102

Principal-agent thinking

, 30–31

Prisoners’ dilemma

, 89

Problem-structuring

, 65–66, 72

context

, 67–70

perspective insight

, 71–72

setting boundaries of negotiation problem

, 66–67

systemic structuring

, 70–71

win-win situation

, 69–70

Process studies

, 63

Process-oriented approaches

, 63

Productivity

, 18–19

Professionalization

, 5–6

of leadership processes

, 16

Professions model

, 1

Prospect theory

, 68–69

Quality of life

, 31

Quality-adjusted life years (QALY)

, 26, 31

Reciprocity principle

, 79

Recursivity in hospitals

, 29

Rituals

, 96–98

Rules of thumb

, 47, 82, 85

Scarcity principle

, 81

Self-interest

, 90–91

Single-loop learning

, 52

Skills

, 44–45

Social dilemma

, 89

Socialization

, 5

Spatial rule

, 95

Status rule

, 95

Strategy

, 88–89

function

, 51

Stress tolerance

, 92

Systemic structuring

, 70–71

Systemic thinking

, 26

Tacit knowledge

, 41–42, 45

in hospitals

, 47–48

and innovation

, 45–47

Technological changes in organizations

, 41

Technological opportunities

, 4

Temporal rule

, 95

Trained incapacity

, 42

Trust

, 92

building process

, 102–103

Uncertainty

, 31

Value chain

, 35

thinking

, 22, 36–37

Value community

, 2, 23, 37

Value creation process

, 22–23, 35

hospitals and

, 35–36, 38

in hospitals and examples of objectives

, 38

reflection

, 38–39

Value dialogue

, 2, 23, 37

Value network

, 22, 37

Value workshop

, 1, 22–23, 37

Value-creation logic

, 2, 6

Viable system model (VSM)

, 26, 29

Visual rule

, 95

Win-win situation

, 69–70

Worst-case scenario

, 13