solved My thoughts would be that Jim must really trust me

My thoughts would be that Jim must really trust me and feel strongly about my ability to be an asset to the team.  I immediately thought of Stephen Covey and his win-win philosophy (1989).  The way that Jim presented the offer left plenty of room for the negotiation to end in a win for both parties.  It speaks to how he might be as a leader.  He appears to allow his team to make decisions and be empowered to act on the behalf of the organization.  I would spend some time interest mapping to determine what Jim’s interests are and solidify my own interests prior to completing the offer letter (Lax & Sebenius, 2006).  This sounds like a dream position and I would be excited to negotiate my hiring terms so that I could get to work.
References:
Covey, S. R. (1989). The seven habits of highly effective people.  New York: Simon and Schuster.
Lax, D. & Sebenius, J. (2006) Negotiate in Three Dimensions (Excerpt from) 3-d Negotiation: Powerful Tools to Change the Game in Your Most Important Deals. Boston, Mass: Harvard Business School Press, 2006.Please reword the following and add as need to ensure no plagiarism.
Week 
Discussion Question #1
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by Leonard Lindenmuth – Saturday, 27 March 2021, 8:23 PM
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Acibadem has a number of alternatives to leverage its IHH relationship while collaborating with Parkway-Pantai.
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The vertical integration the Acibadem has followed has and will position them well into the future. The fully integrated delivery systems and domestic infrastructure is nearly unheard of in the United States. 
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The first dollars spent on healthcare delivery go into the insurance pools.  So buying a floundering insurance company is a brilliant move. The infrastructure of an insurance company is much different from hospital based infrastructure.  Although the idea that a Medical Loss Ratio of 36% to begin with is rather troubling since US based insurers are in the 85% range and then moving the MLR down to 16% seems very unlikely.
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The Project Management Office and can be monetized and sold out to others as well as housekeeping and the rest.
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Additionally, the medical school can be a pipeline of workforce talent to get positions filled. 
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The leveraging needs to take place at using IHH using their strong platform of technology and marrying that with Acibadem’s human and infrastructure resources mentioned above. Using best in class services, it is useful to strategically pick out the places to expand to with the help of IHH.  I liked that the cultures of IHH and Acibadem were focused on health care rather than the Private Equity who had other interests outside of quality healthcare delivery.  It would seem that IHH can be the glue that puts everything together with Parkway-Pantai.
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Discussion #2
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by Treney Tweedy – Sunday, 28 March 2021, 5:09 PM
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I think focusing on Medical tourism is a win-win situation for Acibadem and its global strategy.  Supporting their Turkish facilities, medical tourism had seen growth.  From 2007 to 2014, medical tourism’s share of Acibadem revenues had risen from 1.5% to 13%, and foreign patients now accounted for 15% of the total. (Herzlinger, Cekin, Kindred, Yucaoglu, 2015)  For expansion purposes in the medical tourism area, Acibadem should look to Russia and Western Europe for expansion opportunities.  Russia is more of an authoritarian government, which supports a more lucrative business model  because of its reception to offering tax incentives and entering public-private partnerships for health care investments. (Herzlinger, Cekin, Kindred, Yucaoglu, 2015)  Cultural factors and established relationships could influence facility costs by working with established Turkish contractors.  Western Europe gave the chance to drive customers to their Turkish facilities because of the restrictions Western Europe put on particular procedures, i.e. organ transplants and cancer surgery.
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Reference:
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Herlinger, Regina, Cekin, Esel, Kindred, Natalie, Yucaoglu, Gamze, 2015, Harvard Business School, Acibadem Healthcare Group
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Week 5
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Please answer discussion post 1 with 200 words and in text citations. Readings are enclosed.
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DB 2 What would recommend a firm about its game to play (competitive, cooperative or a mix of both)?
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by Lorna Wilcox-Gollop – Friday, 2 April 2021, 11:35 AM
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Firms have to know their added value as well as possess the ability to recognize that sometimes working together can be successful. Therefore, they should have a mix of both in the game. According to Casadesus-Masanell, (2015), the firm that thrives understands its interdependencies with other players and wisely anticipates the consequences of its choices. Every firm wants to think they produce the best and may sometimes forget to monitor the competition. Both sides think strategically therefore this should always be at the forefront. There needs to be an ongoing way to maintain that competitive edge to stay ahead of the game. They need to be able to identify what the competitor may do and determine if a response is needed. This means ongoing analysis is needed. To remain successful long term a firm cannot become complacent, they must determine a way to remain in demand. Sometimes this may mean working together with the competition exampled by Microsoft and Intel in the 1990s.
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by Samaria Washington – Friday, 26 March 2021, 3:18 PM
According to Stephen Covey (1989)  Win-win is the only viable option of the five philosophies discussed in the excerpt of  The Seven Habits of Highly Effective People.  His reasoning is that “if it isn’t a win for both of us, we both lose”.  I tend to agree with his thought process.  In my own career, my negotiations have been more successful when both parties walked away a winner.  Everyone is happy and the relationship gets off to a great start.  My organization is literally in the midst of a hostile takeover from multiple fronts and things are not going well at all.  Unfortunately, the employees stand to be the big losers in this situation.  Our parent corporation will walk away with millions in cash and staff stand to lose at least half of their vacation time and the majority of their sick time.  It is an unimaginable stance for the organization to take against frontline workers.  Frontline leaders like myself, are left with disgruntled employees and a mass exodus of valuable human capital.  This could have been handled in a much better way.  This is definitely a win-lose situation.
Reference:
Covey, S. R. (1989). The seven habits of highly effective people.  New York: Simon and Schuster.