Face To Face Dialogue Sample Clauses

Face To Face Dialogue. In the results of the author's research regarding the dimensions of face to face dialogue, it is known that interface dialogue activities at the Hospital level are only carried out at the upper level between the Hospital and BPJS while at the lower level of collaboration (networks) this is not involved in each of these dialogues and findings contradicts the main goal of collaboration which according to Koiman (2002) as; (1) the way stakeholders interact with each other to influence policy outcomes, (2) the patterns or structures that emerge in the socio-political system as the output of the intervention efforts of all actors involved, therefore BPJS ▇▇▇▇▇▇▇▇▇ is one of the elements in this collaboration must run according to a broader concept related to collaborative governance where BPJS can adjust properly and adaptively with other institutions and factors (▇▇▇▇▇▇▇ et al, 20170) while (▇▇▇▇▇▇▇▇▇▇ & ▇▇▇▇▇▇▇▇, 2020) find that each organization has different interests- Differences that have an impact on the emergence of conflicts of interest and at lower levels are characterized by the presence of sectoral egos, no full transparency between stakeholders, not intense communication and dominance in activities. Woldesenbet and ▇▇▇▇▇▇▇▇ (2020) state that multi-stakeholder dialogue processes are often hampered by a lack of experience of collaboration, asymmetric communication and stakeholder representation by individuals who do not have the necessary experience or expertise and a lack of willingness among stakeholders to engage in the dialogue process especially in this collaboration the dominant tendency lies with BPJS Kupang Branch while Provan (2008) states that the network managed by actors must imply decision making through regular member meetings or through frequent informal interactions and this does not happen in collaboration between Prof. ▇▇. ▇▇ ▇▇▇▇▇▇▇▇ Regional Public Hospital Kupang and BPJS Kesehatan Kupang Branch while collaborative human resource management is described as a configuration that focuses on porous work structures and personal networks, team development and group incentives and emphasizes collaboration, information sharing and knowledge transfer (▇▇▇▇▇▇ & ▇▇▇▇▇ 2004). ). Collaborative governance requires an understanding of how stakeholders and their interactions evolve over time ▇▇▇▇▇▇▇▇ et al (2020). In their research, ▇▇▇▇▇▇ & ▇▇▇▇▇, (2013), ▇▇▇▇▇▇, et al (2013), ▇▇▇▇▇▇▇, et al (2014), ▇▇▇▇▇▇, et al (2014), ▇▇▇▇, (2015) state that...