WHAT’S THE DEAL WITH BARGAINING?
Winter 2015 Issue 42FRONTLINE NEWS FOR KP WORKERS,MANAGERS AND PHYSICIANSWHAT’S THE DEAL WITHBARGAINING?TO DO THISISSUEwww.LMPartnership.orgDefine an interestName a bargaining milestoneBookmark bargaining2015.org2015 ATTENDANCECALENDAR INSIDE!Back cover fold-outH A N K Winter 2015 Issue 421
HENRIETTACONTENTSRevolutionary5We’re so accustomed to this being our norm,it’s easy to forget how revolutionary our LaborManagement Partnership is—and how democraticour interest-based methods are.“At the table, everyone has an equal right to speakand explain their interest,” says Linda Gonzalesof the Federal Mediation and Conciliation Service,which helps facilitate the negotiations. “There’smore open dialogue and sharing of information.”The tone set by interest-based bargaining carriesover to the work of unit-based teams. UBTs wereone of the outcomes of 2005 bargaining. Today,they are the engine for performance improvementat Kaiser Permanente. They are also the structuregiving frontline workers a voice in makingdecisions. The work UBTs do to improve care forKP members wouldn’t be happening if partnershipweren’t in place, and if each successive nationalagreement didn’t commit everyone to findinginnovative ways to address common interests.It’s not always smooth sailing. But the interestbased model grounds everyone in shared values.6 WHY GO TO ALL THE TROUBLE?Long? Yup. Tough? Yup. But interest-based is worththe effort.7WHAT MAKES OUR BARGAINING UNUSUALThe Common Issues Committee brings together a varietyof voices and viewpoints, making for a stronger agreement.8Focusing on common groundTake winning and losing out of the equation.910Groundbreaking from the get-go10 TIMELINE: Bargaining milestones11Bargaining viewpoints11 The education of a newbie12 With collective wisdom, you can achieve anything13 Sightseeing? Making a major purchase? Try IBPS.6 WHERE AND WHEN: Mark your calendars with the 2015 bargaining schedule9 TRY THIS WITH YOUR TEAM: Address a problem with IBPS13 TRY THIS AT HOME: Switch from positions to interests other features3 Around the regionsA quick spin around all of KP’s regions.14 SuperScrubs comicInterest-based harmony.15 Puzzles and gamesAdd some fun to your meetings.WHO’S BEHIND HANK?COMMUNICATIONS CO-LEADSAnjetta McQueen, Dani TownsendEDITORCONTRIBUTORSKellie Applen, Cassandra Braun,Paul Cohen, Paul Erskine, Jennifer Gladwell,Laureen Lazarovici, Otesa Miles,Gwen E. Scott, Beverly WhiteWorksite photos: Bob GumpertGRAPHIC DESIGNCONTACT US2H A N K Winter 2015 Issue 42INSIDE FOLD-OUT BACK COVER:2015 attendance calendarBack cover poster12 for ’15WHAT IS HANK?Tyra FerlatteTravis Retter, Stoller Design GroupINFOGRAPHIC: How interest-based bargaining worksWhat is it that makes our National Agreements so extraordinary?“There are some hard issues, and bargaining stillhas to take place,” says Joel Cutcher-Gershenfeld,a professor at the Institute of Labor and IndustrialRelations at the University of Illinois. “At the endof the day, you have to find the right balance.”Published by Kaiser Permanente andthe Coalition of Kaiser Permanente UnionsCOVER FEATUREExpecting fists pounding on tables? Think again: Get ready forcommon interests and active listening instead.No one does it like we do.Our negotiations for a new National Agreementwill be one of the largest private-sector contracttalks in the United States this year. No one elsebrings together such a large and diverse group ofrepresentatives from labor and management—plus physicians—to arrive at a single contract forso many union locals nationwide.What’s the deal with bargaining?Email feedback to hank@kp.org.Hank is an award-winning journal named inhonor of Kaiser Permanente’s visionary co-founderand innovator, Henry J. Kaiser.Hank’s mission: Highlight the successesand struggles of Kaiser Permanente’s LaborManagement Partnership, which has beenrecognized as a model operating strategy forhealth care. Hank is published quarterly for thepartnership’s more than 130,000 workers, managers,physicians and dentists. All of them are workingto make KP the best place to receive care andthe best place to work—and in the processare making health care history. That’s whatHenry Kaiser had in mind from the start.For information about the management and unionco-leads advancing partnership in your region,please visit LMPartnership.org.www.LMPartnership.org
AROUND THE REGIONSCOLORADOWhen the region revamped howit assesses unit-based teams’ Pathto Performance rankings in 2014,some teams dropped down on thefive-point scale. But the NationalAgreement and the region’sPerformance Sharing Plan motivateteams to reach high performance,and UBTs are rallying aroundthe more objective and accurateevaluation method. The downgradesare proving to be temporary.One Level 5 team is the Cardiologydepartment at the Franklin MedicalOffice, which improved access bystreamlining the referral reviewprocess for patients.GEORGIAMusicians aren’t the only oneswho go on tour. Loretta Sirmons,a Total Health labor lead, and TracieHawkins-Simpson, a contractspecialist, who are both membersof UFCW Local 1996, hit the roadto encourage people to completethe Total Health Assessment.They were joined by their businessrepresentative, Louise Dempsey,and Russell Wise, the Coalition ofKaiser Permanente Unions nationalcoordinator for Georgia. “We blitzedthe facilities,” Wise says. “For thosewho hadn’t taken the THA, weexplained its importance.” Theyvisited during the work day,dropped in on farmers markets andheld cyber cafés. Wise credits thecollaboration for increasing regionalparticipation in the THA: In May, itstood at 37 percent. By September,it had increased to 63 percent.www.LMPartnership.orgHAWAIIThe Hawaii region is partneringwith 25 local labor trusts to enhanceits members’ benefits and buildloyalty to Kaiser Permanente.The new benefit, called Well RxHawaii, makes drugs for high bloodpressure, high cholesterol anddiabetes available free of charge forenrolled members. “Union leaderslike it because it shows the valuethey bring to their members,” saysHarris Nakamoto, KP’s director oflabor and trust sales for Hawaii.“We like it because it emphasizesthe strength of KP’s integrateddelivery system—and helpsmembers with chronic conditionssave money and stay healthier.”KP is funding the program throughexpected savings in future medicalcosts and is tracking enrolledmembers’ compliance withmedication, follow-up care andany decrease in emergency roomvisits or hospital stays.to colleagues at its own medicalcenter and beyond, says JenniferHodges, inventory operationssupervisor for the Baltimore area.Purging four closets over thesummer is yielding savings. Theteam plans to spread the successthroughout Woodlawn and to threenearby medical centers.NORTHERN CALIFORNIAConcerned by the slow paceof growth in the number of highperforming unit-based teams inthe first part of 2014, both theNorthern and Southern Californiaregions piloted a SWAT teamapproach to accelerate thedevelopment of Level 4 and 5teams. The results were impressive.In June, Northern Californiatemporarily reassigned UBTconsultants and union partnershiprepresentatives from high-performingservice areas to assist the consultantsand UPRs working in threestruggling service areas. As a result,from June to September2014, theregion moved 42 UBTs to Levels 4and 5 in the targeted service areas.During the same period in 2013,15 UBTs had become Level 4 and5 in those same areas.NORTHWESTMID-ATLANTIC STATESThe supply closets for the PhysicalTherapy department at the Woodlawn Medical Center in Marylandwere “in disarray,” admits DexterAlleyne, materials coordinator andmember of OPEIU Local 2. “Theoverabundance of supplies wasmoney not being used.” Using the6S method, the inventory operationsteam took responsibility for theclosets—organizing them andsetting par levels while preparingto use OneLink for orderingsupplies. The team created aspreadsheet for surplus suppliesand sent an “up for grabs” emailDental UBTs celebrate successes—and an anniversary.The Northwest is the only KPregion to offer dental services tohealth plan members—and itsdental program is celebrating its40th anniversary. The idea for theprogram, which launched in 1974,came from Mitch Greenlick,then director of the Center forHealth Research, KP’s medicalresearch unit. Today, Greenlick isa state representative in Oregon—and more than 800 KP dentalstaff and dentists provide morethan 234,000 people with dentalcare and coverage. The programis home to 19 unit-based teams,almost all of them high performing.Sunset Dental UBT reducedunfilled appointments by creatinga wait list and calling patients whena spot opened up. Unfilled appointments improved by 22 percent in2013, and team members havesustained the result. For more,see LMPartnership.org/dental.SOUTHERN CALIFORNIACarol Hammill (left), a new UPR, pictured withher management colleague Ursula Doidic.Taking a SWAT team approach toboost the number of high-performingunit-based teams, SouthernCalifornia concentrated resourceson several strategically selectedfacilities. By October, the percentageof UBTs at Levels 4 and 5 was 59percent, up from 34 percent inJanuary. A key component of theapproach was hiring seven newunion partnership representatives,including Elsie Balov, an SEIUUHW member who is aiding teamsat the South Bay Medical Center.“It is really important that labor ishelping with this work,” Balov says.“We are pulled from the front lineto help, so we know the obstaclesand the challenges and canwork with the UBT consultantson those.”H A N K Winter 2015 Issue 423
COVER FEATURELET’S TALK ABOUT IT:By listening actively and clearlycommunicating their respective interests,union and management negotiators areblazing a trail for a new way of bargaining.Pictured on these pages are scenes fromthe 2012 national bargaining sessions.4H A N K Winter 2015 Issue 42www.LMPartnership.org
Articles by:PA U L C OH EN and AN JETTA McQ UEEN——On the eve of national negotiations, a look at howan interest-based approach is radically differentfrom the traditional—and why it’s worth the effortFists pounding on tables, demands, showdowns, strikes. So wenttraditional collective bargaining: Each side fighting for a biggerslice of the same pie. Each side gunning for a narrowly drawnagreement on pay and working conditions, leaving mutualconcerns about patient care, quality and affordability unaddressed.But Kaiser Permanente and the Coalition of Kaiser PermanenteUnions abandoned the traditional approach in 1997, when theyfounded the Labor Management Partnership.Our negotiations feature committees, observers and flip charts ofoptions. Since 2000, KP workers, managers and physicians haveworked together to craft four National Agreements and one reopeneramid relative labor peace. On March 30, some 150 representativeswill begin to negotiate a fifth agreement. Assuming all goes accordingto schedule, the new contract for the 100,000 workers representedby 28 locals in the coalition will be ready to go into effect when the2012 National Agreement expires Sept. 30.In an age of growing health care costs and increased competition,the joint goal is to provide our health plan members and patients withbetter, faster, less expensive and more personal care and to maintainand improve the best health care jobs in the United States.www.LMPartnership.orgH A N K Winter 2015 Issue 425
WHY GO TO ALLTHE TROUBLE?The interest-based approach isn’t easy—but it hashelped us address issues we all care aboutSign up to stayinformedThe bargaining2015.orgwebsite will be live early in2015. Be sure to visit it forthe latest information as thebargaining kickoff approachesand learn who yourrepresentatives on theCommon Issues Committeeare. Updates will be postedafter each bargaining session,too. You can also sign up onthe website to get emailupdates if you prefer.“Interest-based bargainingis not a utopia andnot always a win-win.It’s taken Kaiser and the unionsa lot of hard work to get wherethey are,” says Linda Gonzales,director of mediation servicesfor the Federal Mediation andConciliation Service, SouthwestRegion. “[But] to resolvedifficult issues in partnershipis a strength.”Because of interest-basedbargaining, Kaiser Permanenteand the Coalition of KP Unionshave been able to go well beyondwages and benefits—the subjectsof traditional bargaining—innegotiating four program-widecontracts. These NationalAgreements have developedindustry-leading approachesto worker sick leave, safetyand training and workforcedevelopment. They have createdunit-based teams to improvepatient care and service, setstandards to hold teams andtheir sponsors accountable,and pioneered programs forthe mutual growth of KP andthe unions.Interest-based bargaining paysoff in other ways as well.“To understand one another’sinterests, you have to engage ininquiry and listening, and you haveto resist jumping to conclusionsabout the other party’s intentions,”says Harvard Business SchoolProfessor Amy Edmondson.“Doing this develops leaderswho better understand how theorganization works.”“People in health care lookto Kaiser Permanente as theshowcase for working together,”says Gonzales, who helpedfacilitate bargaining for the firstNational Agreement in 2000.The mediation service lastyear recognized a handful ofcases of successful interestbased bargaining. Our LaborManagement Partnership wasone of them. —PAU L C O HENWhere and when: 2015 bargaining scheduleBARGAINING SESSION6DATESLOCATIONKickoff meetingTraining in interest-based process; drafting of bargaining subgroup chartersMarch 30–April 1Southern CaliforniaSession 1Subgroups share information and identify respective union and management interestsApril 14–April 16Southern CaliforniaSession 2Subgroups identify shared interests and begin to develop optionsApril 28–April 30Northern CaliforniaSession 3Subgroups finalize their recommended options to submit to full CICMay 12–14Southern CaliforniaSession 4Full CIC considers subgroup recommendations, reaches consensus and approves atentative agreementJune 2–4Southern CaliforniaRatificationLocal union members vote on tentative agreement; Kaiser Permanente leadershipapproves separatelyJune–AugustIn all regionsH A N K Winter 2015 Issue 42www.LMPartnership.org
WHAT MAKES OURBARGAINING UNUSUALLeaders from all levels serve on the committee that negotiatesthe agreement, creating ownership not just in crafting it butalso for carrying it outTHE COMMON ISSUES COMMITTEEis the full body that agrees on proposalsfrom smaller subgroups. The number ofpeople on the CIC has grown over the years,bringing in a wider range of viewpoints.150201514020121112010Picture a large room with 150people. Hands are raised.Everyone gets heard. It ispushing midnight and exhaustionis setting in, but everyonemaintains a sense of mutualrespect and serious purpose.It’s not the United Nations butthe Common Issues Committee(CIC). The CIC is a representativegroup—made up of KaiserPermanente workers, managersand physicians as well as delegatesfrom the Coalition of KaiserPermanente Unions—who takeon the responsibility of negotiatinga new National Agreement.The program-wide laborcontract covers the 28 localsin the union coalition.This inclusion is part of whatmakes our negotiations differentfrom other labor contractnegotiations—because howwe bargain greatly affects whatwe bargain. By seating RNs andregional health plan presidentswith lab techs and programmanagers during negotiations,interest-based bargaining atKP opens up new issues fordiscussion and creates deepersupport for the final agreement.“I personally learned a lotfromthe different perspectivesvoiced by all of the individualsrepresenting their fields,” saysDr. Varoujan Altebarmakian,a medical group representativeon the 2012 CIC. What helearned during bargaining,he says, made him an even moreactive advocate for partnershipat Fresno Medical Center,where he is physician-in-chief.A new CIC is formed eachbargaining year. KP and unionleaders select members andassign each to a subgroup toaddress a topic area. This year,those topics are expected toinclude Total Health, Work ofthe Future, and Operational andService Excellence in Partnership.Each subgroup is co-led bya management and unionrepresentative. Instead of takinghard-line positions, subgroupmembers stake out their commoninterests. Over the course of fivebargaining sessions, assisted byoutside facilitators, they identifyinterests and develop options.In 2012, the process led tothe creation of the Total HealthIncentive Plan. “We got a chanceto create something that wastotally new,” says Ilda Luna,a family medicine receptionistand SEIU-UHW member whoserves as the LMP union co-leadfor Los Angeles Medical Center.“This is helping employees havea healthy work life and healthyhome life. And we get a bonusfor living healthy and workinghealthy. That’s a big deal.”At the final bargaining session,each subgroup brings its proposalsto the full CIC for discussionand agreement; the full CIC alsonegotiates wages and benefits.The finalized contract then goesto KP management for approvaland is ratified by the members ofeach local in the union coalition.—AN J ET TA McQ U EEN402005552000www.LMPartnership.orgInterest-based bargaining helps‘develop leaders who better understandhow the organization works.’— AMY EDMONDSON, Harvard Business SchoolH A N K WInter 2014 Issue 427
Article by:OTESA M I L E S——FOCUSING ONCOMMON GROUNDThe power of the interest-based process is that it takes‘winning’ and ‘losing’ out of the equationKEY TERMS1. The ISSUE is theproblem or subject areato be addressed.2. A POSITION is aproposed solution.3. The INTEREST is theunderlying need, motivationor concern that may haveto be addressed in order toreach a solution. You cantell an interest in partbecause there is usuallymore than one way tosatisfy it.4. An OPTION is a potentialway to address the issue,in whole or in part.8H A N K Winter 2015 Issue 42Each day, more than3,500 unit-based teamsuse interest-based problemsolving and consensus decisionmaking to improve performanceand resolve issues throughoutKaiser Permanente. Those sametechniques guide negotiationsfor the National Agreement.The interest-based process differsfrom traditional bargaining inseveral ways. The first majordifference can be seen in theroom, says Dawn Bading, vicepresident of human resourcesfor the Georgia region.“The way we physically sit isdifferent,” she says. “In traditionalbargaining, labor sits on one sideand management sits on the other.With interest-based bargaining,we sit at a U-shaped table and weare interspersed together. Besideme may be a union rep and onthe other side may be someonefrom management. This physicallyrepresents the interweaving ofthoughts and ideas.”This intermingling continuesas the negotiations begin,says LaMont Stone, laborliaison for OPEIU Local 29in Northern California.“In regular bargaining, you startapart and try to come together,”says Stone, who has participatedin bargaining the last twoNational Agreements. “Here,we start together and try tostay together.”Part of the power of interestbased bargaining is that in theearly stages, the parties aren’tstaking out possible solutions.Walter Allen, executive directorand CFO of OPEIU Local 30,says that in traditional bargaining,sides may start off with extremepositions to better their chancesof getting what they actuallywant in the negotiations.“I’ve heard some unbelievableproposals, such as havingGroundhog Day off,” Allen says.“Because we don’t do proposals(positions)—we do interests—you don’t get that here. You haveto say why this is an interest.How can you argue seriously forGroundhog Day off? No onewants to defend a stupid proposal.Interest-based bargainingeliminates a lot of nonsense.”This step also helps each side seehow much they have in commonbefore moving on to developoptions and reach consensus.“At times it was tedious,” saysAngela Young, a unit assistantat Roseville Medical Center.An SEIU-UHW member, Youngwas a 2010 and 2012 member ofthe Common Issues Committeeand is headed to bargainingagain in 2015. “But it keeps theconversation going, and got uswhere we needed to be. That’s agood thing.”www.LMPartnership.org
HOW INTEREST-BASEDBARGAINING WORKSInterest-based bargaining/problem solving is a collaborative method that,unlike competition or compromise, not only leaves the relationship betweenthe parties intact, but can even improve it.4321DEFINE THE ISSUETASK: Describe the problem thatneeds to be addressed and stopthere. Don’t offer a suggestionon how the problem shouldbe solved; that would be takinga position.WHY: Expressing the problem byitself removes opinions on howit should be solved—and keepsthe air clear of accusationsabout the other side’s motives.IS THAT ‘INTEREST’ REALLYA POSITION?What do you do when you’ve gota position masquerading as aninterest? Usually, you can get to theinterests that underlie a positionif you listen carefully and ask theright questions. Find out the needsand concerns behind the position.www.LMPartnership.orgDETERMINE INTERESTSTASK: Each side develops its ownlist of interests by stating theneeds or concerns that underliethe problems it has identified.This is done by describing why theproblem is important. Continueto avoid positions. Once theseparate lists are complete, thetwo sides sit together and builda list of their common interests.DEVELOP OPTIONSTASK: Brainstorm potentialsolutions.WHY: Brainstorming allowsfor a wide range of possiblesolutions to emerge; the bestideas may come out of thesynergy of the process.WHY: Because the NationalAgreement guides how the LaborManagement Partnership isimplemented in the workplace,it is imperative that everyoneinvolved in the process supportthe final product. Each person onthe Common Issues Committeeweighs in with a thumbs up ora thumbs down. Some issuesneed more discussion and morerounds of polling.— KIMBEREE PHELPS, RNSenior director, PrimaryCare Services (Georgia)and 2012 CIC memberA position tells us what you wantbut not necessarily why you want it.An interest tells us what isimportant to you.» A spouse wants to put5 percent of income into aretirement fund.» A spouse wants enough saved tohave a comfortable retirement.» A union wants a 3 percentacross-the-board wage increasein collective bargaining.TASK: Reach consensus on asolution or solutions.‘ You tease through thework until both partiescan live with the resultand we reach consensus.’WHY: In traditional bargaining,sides may start off with extremepositions to better their chancesof getting what they actuallywant in the negotiations. Thisapproach allows both sides tofocus on core concerns, whichoften are similar.» A parent wants a child in bedby 9:30 on a weeknight.SELECT SOLUTIONS» A parent wants a child to be wellrested for school the next day.» A union rep wants a compensationpackage for members that aidsrecruitment and retention.TRY THIS WITHYOUR TEAMThe next time your UBT meets,be honest. Is there a lingeringissue that hasn’t been resolved?Bring it out of the shadows andsee what happens when you useinterest-based problem solvingto address it.H A N K WInter 2015 Issue 429
BARGAINING MILESTONESDescribed commitmentto “work-life balance”TIMELINE OF THENATIONAL AGREEMENTFunded two Taft-Hartleytrusts for workforcedevelopment2000 NATIONAL AGREEMENTEstablished theLabor ManagementPartnership Trust‘ The workforce development programs have been a greatopportunity for our employees to further their careers.’— JANIS THORN, medical assistant, Riverside Medical Center (Southern California),and vice president, United Steelworkers Local 7600Nemer, the Northwest region’sexecutive director of benefitsand membership administration,regulatory services and issuesmanagement. He has workedat KP for a dozen years.“We don’t just focus on wages,benefits and working conditions.We get into how we will worktogether to improve the healthof our members.”GROUNDBREAKINGFROM THE GET-GOCOALITION OF KAISERPERMANENTE UNIONSNUMBER OF REPRESENTED EMPLOYEES199757,000200582,0002014100,000The first round of nationalbargaining was unlikeanything undertakenbefore—and each round ofbargaining since then has brokennew ground.The 2000 National Agreementwas a brand-new concept.The partnership had beenformed just three years earlier,and it was the first time thatKaiser Permanente and theCoalition of KP Unions—whichat that time had 33 union localsas members—bargained ona national scale.Much of what was discussedwas aspirational rather thanliteral. But over time, what onceseemed like pie in the sky hasbecome reality.“We’ve accomplished a lot thatyou wouldn’t normally see inlabor negotiations,” says AdamOne of the most extraordinarydevelopments came with the2005 agreement, which called forthe creation of unit-based teams.“The vision and the genesis ofthe partnership was involvementwith the front line—so creatingUBTs was important,” saysLaMont Stone, a labor liaisonfor OPEIU Local 29 in NorthernCalifornia who’s been involved inthe last two rounds of bargaining.“This actually gets the frontlineemployee involved in decisionmaking. With UBTs, you nowhave ideas going from the top tothe bottom and back.”‘ Creating UBTs was important. Thisactually gets the frontline employeeinvolved in decision making.’— LAMONT STONE, labor liaison for OPEIU Local 29 (Northern California)10H A N K Winter 2015 Issue 42www.LMPartnership.org
Noted that Martin LutherKing Jr.’s birthday shouldbe celebrated consistentlycompany-wide‘ The unit-based team structure has been very helpful andpowerful for our organization. They have become thefoundation of how we do our work in LMP work units.’—ADAM NEMER, executive director of benefits and membership administration (Northwest)2005 NATIONAL AGREEMENTCreated one contractspecialist position for every1,500 union membersLaunchedunit-based teamsCreated UBT Tracker, a webbased application that providesteams a way to report on theirwork and to share best practicesCONTINUESON PAGE 12BARGAINING VIEWPOINTTHE EDUCATION OF A NEWBIEGoing through national bargaining for the first time canbe a nearly overwhelming experience, as Alan Kroll,a member of the management team in 2012, describeshere. As he discovered, the interest-based approachis a powerful tool—for bargaining and beyond.When I was asked to serveon the national bargainingteam in 2012, I wasa newbie. I had never donebargaining before and didn’t knowwhat interest-based bargainingwas. I quickly learned it is a skillthat would serve me well, bothin the bargaining sessions and inmy career beyond that event.Bargaining began with asignificant investment from theLMP Trust, providing both laborand management representativeswith education sessions tounderstand interest-basedbargaining. Part of this educationwas to understand the landscapeof Kaiser Permanente and howwe were doing in the industry.It also included a look atthe future, as well as the historyof KP and the value of thepartnership. Bernard Tyson (KP’schairman and CEO) made itclear that partnership is an assetto KP and it wasn’t going away.www.LMPartnership.orgI worked on the Growth team,which was to find ways to helpgrow KP and union membership.We practiced together withscenarios, using the interestbased problem solving tools—a great way for the team membersto start to trust each other.As we went through the process,there were times we disagreed,and we worked through that.Getting through those toughconversations really showed thatalthough we might be comingfrom a different place, we hadthe same commitment andcommon interests.One of the interesting aspectsof working with a nationalteam was meeting folks fromacross the KP program.Although I am from Colorado,it was interesting to see thatthe concerns we had from ourregion were similar to those ofMid-Atlantic States.‘ The process was a reaffirmationthat we are all on the same page.Other companies haven’t beenable to do what we do.’— ALAN KROLL, North Area administrator,Primary Care (Colorado)I was a little concerned goinginto the process that we’d getstuck on some of the local issues.When specific regional issuescame forward, we were able toquickly work through them andrefocus. I was impressed withmy labor partners, who reallyhelped us move from the localissues to the strategic.Honestly, there were times whenI wondered if we were going to beable to get through it. The processwas a reaffirmation that we areall on the same page. Othercompanies haven’t been able to dowhat we do. We stumble and fallback on traditional methods attimes, but there is power in the KPmodel of how we do things.H A N K Winter 2015 Issue 4211
BARGAINING MILESTONESCreated the Path toPerformance, a uniformsystem for rating UBTsCONTINUESFROM PAGE 112008 REOPENEREstablished HealthReimbursement Accounts2010 NATIONAL AGREEMENTAdopted the Value Compassas a guide to decisionmaking for all UBTs andtheir membersBARGAINING VIEWPOINTWITH COLLECTIVE WISDOM,YOU CAN ACHIEVE ANYTHINGDr. Varoujan Altebarmakian brought an unusual vantagepoint to 2012 bargaining: He was the only physician out ofthe 140 people on the Common Issues Committee.When I was asked torepresent The PermanenteMedical Group at 2012bargaining, I leapt at the opportunity. My own experience withpartnership at Fresno MedicalCenter showed me what greatthings could be accomplishedwith collective problem solving.I sat on the subgroup that lookedat how to improve partnershipto enhance performance andKaiser Permanente’s operationalagility. I was amazed at seeing somany people with different backgrounds sharing their thoughtsand shaping the outcomes.From the highest levels of KaiserPermanente and union leadershipto the front line, everybody wasaround the table, and they wereall equal in this venue. Everyonewas heard and engaged.I personally learned a lot fromthe different perspectivesvoiced by all of the individualsrepresenting their fields. I stronglybelieve that collective wisdom is12H A N K Winter 2015 Issue 42‘ Every
director of mediation services for the Federal Mediation and Conciliation Service, Southwest Region. “[But] to resolve difficult issues in partnership is a strength.” Because of interest-based after each bargaining session, bargaining, Kaiser Permanente and the Coalition of KP Unio
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
