Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Ingrid Johnson: Reflections on Leading Change, Video case study is a Harvard Business School (HBR) case study written by Michael L. Tushman. The Ingrid Johnson: Reflections on Leading Change, Video (referred as “Ingrid Nedbank” from here on) case study provides evaluation & decision scenario in field of Organizational Development. It also touches upon business topics such as - negotiation strategy , negotiation framework, Leading teams, Organizational structure, Reorganization, Strategy execution.
Negotiation strategy solution for case study Ingrid Johnson: Reflections on Leading Change, Video ” provides a comprehensive framework to analyse all issues at hand and reach a unambiguous negotiated agreement. At Oak Spring University, we provide comprehensive negotiation strategies that have proven their worth both in the academic sphere and corporate world.
What’s my BATNA (Best Alternative To a Negotiated Agreement) – my walkaway option if the deal fails?
What are my most important interests, in ranked order?
What is the other side’s BATNA, and what are his interests?
This video complements the case (410003). Ingrid Johnson describes what and how she led the change at Nedbank. This case discusses the issue of leading change at the business banking division of Nedbank, a prominent South African bank, between 2005 and 2009. (This timeframe, beginning just 11 years after Apartheid's end, covers Ingrid Johnson's leadership of this division during a period of significant change within Nedbank and South Africa). One of the oldest banks in South Africa, Nedbank merged with another South African bank in 2002. Troubles financing the acquisition and several ill-advised bets in the market caused Nedbank's market value to plummet and led to the ouster of the bank's senior leadership. The business banking division was one of Nedbank's largest business units with 2000+ staff. For many years, it had been a consistently profitable but underperforming division, and had yet to fully implement a strategic restructuring when Johnson takes over in 2005. Johnson's mandate is to instill a high performance culture, which she determines requires overhauling the division's culture, formal organization, critical tasks, and people. The class discussion focuses on what Johnson did to lead the change effort, what worked, what did not, and what more she needs to do. The case and associated video nicely describe Ingrid's leadership style shifting from a chartered accountant to a more seasoned leader. The video shows Ingrid interacting with AMP participants. Ingrid describes what she did in Business Banking, how she executed those changes, what she learned about leading large system change, and what she learned about herself as a leader.
By interests, we do not mean the preconceived demands or positions that you or the other party may have, but rather the underlying needs, aims, fears, and concerns that shape what you want. Negotiation is more than getting what you want. It is not winning at all cost. Number of times Win-Win is better option that outright winning or getting what you want.
Options are the solutions you generate that could meet your and your counterpart’s interests . Often people come to negotiations with very fixed ideas and things they want to achieve. This strategy leaves unexplored options which might be even better than the one that one party wanted to achieve. So always try to provide as many options as possible during the negotiation process . The best outcome should be out of many options rather than few options.
When soft bargainers meet hard bargainers there is always the danger of soft bargainers ceding more than what is necessary. To avoid this scenario you should always focus on legitimate standards or expectations, clearly understanding the arbitrage . Standards are often external and objective measures to assess the fairness such as rules and regulations, financial values & resources , market prices etc. If the negotiated agreement is going beyond the industry norms or established standards of fairness then it is prudent to get out of the negotiation.
Every negotiators going into the negotiations should always work out the “what if” scenario. The negotiating parties in the “Ingrid Johnson: Reflections on Leading Change, Video” has three to four plausible scenarios. The negotiating protagonist needs to have clear idea of – what will happen if the negotiations fail. To put it in the negotiating literature – BATNA - Best Alternative to a Negotiated Agreement. If the negotiated agreement is not better than BATNA (Negotiations options), then there is no point in accepting the negotiated solution.
One of the biggest problems in implementing the negotiated agreements in corporate world is – the ambiguity in the negotiated agreement. Sometimes the negotiated agreements are not realistic or various parties interpret the outcomes based on their understanding of the situation. It is critical to do negotiations as water tight as possible so that there is less scope for ambiguity.
Many negotiators make the mistake of focusing only on the substance of the negotiation (interests, options, standards, and so on). How you communicate about that substance, however, can make all the difference. The language you use and the way that you build understanding, jointly solve problems, and together determine the process of the negotiation with your counterpart make your negotiation more efficient, yield clear agreements that each party understands, and help you build better relationships.
Another critical factor in the success of your negotiation is how you manage your relationship with your counterpart and other people doing the mediation. According to “Michael L. Tushman”, the protagonist may want to establish a new connection or repair a damaged one; in any case, you want to build a strong working relationship built on mutual respect, well-established trust, and a side-by-side problem- solving approach.
According to
Harvard Business Review
, there are three types of negotiators – Hard Bargainers, Soft Bargainers, and Principled Bargainers.
Hard Bargainers – These people see negotiations as an activity that they need to win. They are less focused less on the real objectives of the negotiations but more on winning. In the “Ingrid Johnson: Reflections on Leading Change, Video ”, do you think a hard bargaining strategy will deliver desired results? Hard bargainers are easy to negotiate with as they often have a very
predictable strategy
Soft Bargainers – These people are focused on relationship rather than hard outcomes of the negotiations. It doesn’t mean they are pushovers. These negotiators often scribe to long term relationship rather than immediate bargain.
Principled Bargainers – As explained in the seven elemental tools of negotiations above, these negotiators are more concern about the standards and norms of fairness. They often have inclusive approach to negotiations and like to work on numerous solutions that can improve the BATNA of both parties.
Open lines of communication between parties in the case study “Ingrid Johnson: Reflections on Leading Change, Video” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Michael L. Tushman (2018), "Ingrid Johnson: Reflections on Leading Change, Video Harvard Business Review Case Study. Published by HBR Publications.
Feel free to connect with us if you need business research.
You can download Excel Template of Case Study Solution & Analysis of Ingrid Johnson: Reflections on Leading Change, Video
Consumer Cyclical , Furniture & Fixtures
Services , Advertising
Consumer Cyclical , Apparel/Accessories
Services , Communications Services
Energy , Oil Well Services & Equipment
Capital Goods , Construction Services
Utilities , Electric Utilities
Capital Goods , Aerospace & Defense
Financial , Consumer Financial Services
Services , Business Services
Services , Personal Services