The document outlines an implementation strategy for Hayes HealthCare following a contract negotiation. It details a multi-stage process including pre-negotiation planning, the negotiation stages, and post-negotiation implementation. Pre-negotiation involves research, identifying stakeholders, and determining roles. Negotiations follow collaborative tactics and include the implementation team. Post-negotiation, the teams meet to discuss outcomes and ensure a strategic implementation plan is in place, with reviews scheduled to evaluate success.

1. Kate Hayes
NegotiationStrategiesandStyles
Final Assignment
June 2020
Implementation Strategy Post Negotiation
Overview
Company –
 Name - HayesHealthCare Incorporated
 Established - 1975
 Employee Profile - 247 full time,benefitseligiblehealthcare employeesandadministrativestaff
 PrimaryFunction – Provide general primarycare healthcare servicestothe populationof
Albuquerque,NewMexico,sevendaysaweek,52 weeksayear.
NegotiationHistory -
Previous/CurrentOutcomes –Verysuccessful contractnegotiationteamwhoachievesagreements
regularlyandeffectivelybutfail toimplementthemefficiently(oratall).
DesiredOutcomes –Negotiatedagreementsimplementedseamlesslywithexistingteamina timely
mannerinalignmentwithcontractmandates.
DirectCore Participants inongoingNegotiationandImplementationStrategyPlanningMeetings–
 Kate Hayes – Directorof TalentandCulture
 VivianScarlet–Directorof Fusion& Acquisition
o JohnGarnet – Manager of Research,Fusion&Acquisition
 ZeldaPoppy – Directorof NegotiationandVendorRelations
 Craig Alvin –Directorof Clinical Operations
ImplementationStrategy:Stages
Pre-NegotiationPlanning
Steps
1. Conductpre-negotiationresearch
a. Party responsible :Fusionandacquisitiondepartment
b. Must include:researchintothe companythatwe are seekingacontract fromincluding
theirhistory,mission,andidentifiedpriorities, identifycurrentstatusof business
relationshipandanychallenges, andoutline HealthCare INC’sprioritiesinthe
negotiationsanddesiredoutcomesof the negotiationprocess.
2. Gather a groupof internal stakeholders forseriesof kickoffmeetingstoidentifyareasof
concern,compliance issues,oropportunity. Identifynew strategyfornegotiationsinthislarger

2. groupmeetingincludingthe objective of determiningsuccessbycloselytyingthe outcomesof
the implementationwiththe negotiationstrategy.
a. Thisshouldbe a cross departmental groupwithrepresentativesof all of the following
groups:physicians,midlevelpractitioners,administrative staff,humanresources,the
contract team,marketing,dataand analytics,legal/compliance whowill be usedas
consultantsorhelpersdependingontheirexpertiseandcapacity.
b. Thiskickoff meetingwill discussthe pre-negotiationstrategyandresearchthathasbeen
conducted.
c. It will alsoclearlyidentifythe projectmanagementframework(MOCHA*format) to
ensure rolesandresponsibilitiesforparticipationwithinthe negotiationimplementation
strategyas well asidentifypotential areasof risk.
i. Manager -thisisthe personthat isleadingthe charge;theyassign
responsibilities.Keepsthe ownerontrack
ii. Owner– has overall responsibilityforthe failure orsuccessof the project
iii. Consultant– subjectmatterexpert
iv. Helper– assistswithsome of the work
v. Approver– signsoff onthe implementationstrategyandthe final negotiated
contract
d. The initial meetingswill create buy-inbyall stakeholdersand will determine
i. capacityof existingstaff aswell asidentifythe helperswhowill be assistingwith
the implementationof negotiationoutcomes, andidentifyif new talentmustbe
on-boardedtofacilitate operational change visavisthe agreement.
ii. determine if the organizationalreadyhasthe skillsnecessarytoengage inthe
implementationof the negotiationoutcomesorif talentmustbe acquired,
iii. identifythe challengeswhichmaybe facedduringthe negotiationandthe
mechanismsforresolution
iv. define andresolveinternalnegotiations
v. determine the negotiationplatformandoutcomes,andthe rulesof engagement
vi. define the BATNA
vii. create a recurringbiweeklymeetingforupdatesonthe projectandidentify
solutionstoproblemswhichhave arisen
viii. define aregularcommunicationplan where there will be weeklyreportingto
the implementationstaff toensure all membersare aware of any deviationsand
have signedoff onchangespriorto themgoingintoeffect.
ix. identify howsuccessof the negotiationandimplementationwill be measured
includingreviewtime frames(sixmonths,twelvemonths),dataandanalytics
used,andwhenroot cause analysis(RCAs) will be conducted.
3. Identify contractandprocesschangesnecessitated bynegotiationoutcomesanddetermine
ownershipandprojectmanagementthrough the MOCHA formatoutlinedabove.
Negotiation Stages
Rulestolive by –
 Negotiationteamcontinuestosuccessfullyuse collaborativenegotiationskillsand
tactics to bringthe negotiationtoasoundand efficientendwhere all objectiveswithin

3. the contract will directlyfinanciallybenefitthe organizationandhave clear
implementationtacticsalignedwithcontractrequirements.
 Negotiationteamkeepsarunningtimelineof agreementsandconcessionsalongthe
wayin a GoogleDocto ensure thatall membersof implementationandnegotiation
teamare aware of processandcan ask questionsthroughoutthe processtoclarify
intentandimpact. Implementationandnegotiationteammust committo
reviewing/updatingthe projectplanatleastweekly.
 Negotiationmaynotagree toany concessionsif theyhave impactonthe
implementationteamwithoutconsultation.If impasseoccurs,negotiationmustbe
halteduntil implementationteamisconsultedandprocesshasbeenidentifiedfor
implementationandchange isincorporatedinthe change managementdocument.
o Ensure each elementof the agreementisaSMARTIE goal (Specific,Measurable,
Attainable,Realistic,Timely,Inclusive andEquitable)
 Negotiationteammustcreate anoverview document,inadditiontothe signed
contract, that outlinesnotonlythe spiritof the deal whichmaynotbe containedwithin
the contract documents,butalsoany particularpointsof contentionorquestionsthat
arise includinganycommitmentstoverbal agreements.
 Negotiationteammustcreate aweeklyemailtoimplementationteam(particularly
consultantsandhelpers) tooutlineall agreementswhichhave beenmade thatweek.
The email isto go out Fridaysby12pm.
 While the negotiationteamisworkingthroughthe contractteam, the implementation
team(outlinedinthe MOCHA) will beginastrategicimplementationplanasagreements
are made.Thisincremental approachensuresthatnegotiationisbeingmade ingood
faithand implementationisnotleftuntil the deal hasalreadybeenfinalized.
Post-NegotiationImplementation
 Once negotiationhasbeenconcludedwiththe outsideparties,the negotiationand
implementationteammustmeettodiscussthe followingobjectives:
o The final outcomesof the negotiation
o Anyelementsforwhichimplementationhasnotyetbeenagreedupon
o Ensure deadlinesreflectreal goalsandtimelinesandare notartificial
o Updateson itemswhichhave alreadybeenimplemented
o Strategiesandupdates forprocessimprovements
o Settingof meetingtogoovermetricsof successin six and12 monthstoevaluate change
 The implementationteamcontinuesimplementationof expectedbehaviorchange priortothe
signingof the final contractthroughthe creationof a strategiccommunicationplanandweekly
updateswiththose affectedbyanychanges.
o All proceduresmustbe reviewedanddocumentedinordertoensure applicabilityto
outcomes.
 Thisteam conductsa root cause analysisforany hurdlesorunexpectedoutcomesthatarise
duringimplementationandbringsitbackto the pre-negotiationteamforproblem-solvingand
to create buy-intocourse correctionstrategies.
 Impact andresultsdrivenexplorationwillcontinue.

4.  Compliance auditoccurs.
 Six and twelve monthdataandrelationshipauditoccurs.Thiswill offerinsightinto the
successful andunsuccessfulelementsthereby allowingthe teamtodevelopbestpracticesfor
the nextroundof negotiations.Thiswillensure the implementationstrategyisseamlessly
integratedintocontractnegotiation.