Leadership in Negotiation Leadership in Negotiation

Leadership in Negotiation


The vitality of a nation is dependent upon the health of its citizens in general and its work force in particular. The right of access to health care has been internationally recognised and relies to a substantial degree on the availability of adequate numbers of sufficiently educated and trained health personnel as well as the ability of health services to retain them in active employment. ICN and its member associations firmly believe that quality health care is directly dependent on an adequate supply of qualified and committed nursing personnel, and supports the evidence that links good working conditions with quality service provision.

The socio-economic welfare of nurses has been an ICN priority since 1979. The factors leading to the development of the Leadership in Negotiation project internationally include:

  • Critical economic situation of governments in general and health sectors in particular.
  • Dramatic restructuring of the public service.
  • Labour unrest and inadequate negotiation machinery.
  • Poor pay and working conditions of nurses, often resulting in the migration or attrition of nurses and heavier workloads for those remaining.
  • Difficult access to training programmes in leadership and negotiation skill development.
  • Ineffective communication channels.
  • Few opportunities for the advancement of women in the labour market and in society in general.

The Leadership in Negotiation project has been implemented in several regions of the world. It began in 1982 in Africa and has since been adapted to the needs of nurses in the Caribbean, Eastern Europe, Latin America, South East Asia, the Pacific Rim and the South Pacific. The project has facilitated the training of nurse leaders worldwide in problem solving, negotiation, communication, human resources development, occupational health and safety, association management, and marketing. At the same time, it sensitises participants to the impact of labour issues and the work environment on the delivery of care. The focus of this active-learning project is the personal and professional development of nurses, resulting in an effective voice in health sector decision-making bodies, improved workplaces and stronger professional organisations. The project outcomes have included national nurses’ associations’ increased membership, decentralization, democratisation, visibility, influence, effectiveness, range of activities, rapidity of response and relevance to nurses and health systems. This leadership development effort has also had multi-disciplinary impact such as the introduction of occupational health and safety legislation for the first time in the history of Samoa.

The project content is adapted to local needs and its method of work relies heavily on the active involvement of participants. In addition to the adult educational techniques used in workshop situations (e.g. role plays, group work), each participant is responsible for developing a post-workshop project that addresses nurses’ priority concerns, e.g. occupational health and safety, recruitment, leadership development, skills training, public relations, human resources management, remuneration, dues collection.

Logistic support is provided to facilitate communication and education activities as well as financial assistance for the duplication of educational materials. Further training in adult education, communication and negotiation techniques is sometimes provided to a selected group of participants to form national or regional teams of competent resource persons in these key areas.

One or two-week workshops are arranged annually or every 6 months over a minimum period of two years to ensure steady growth and sustainability, this schedule is determined in conjunction with the host countries. Faculty for these workshops are international and national multi-disciplinary experts. Partner organisations support the learning by providing technical expertise as well as practical skill development laboratories. The training sessions are limited to a maximum of 30 participants in order to ensure dynamic interaction and individualised support. Participants represent the range of nursing areas of practice (clinical, management, education, research, and association), public/private sectors, and geographic location.


Last Updated on Wednesday, 05 July 2017 05:42