Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Teaming at Disney Animation case study is a Harvard Business School (HBR) case study written by Amy C. Edmondson, David L. Ager, Emily Harburg, Natalie Bartlett. The Teaming at Disney Animation (referred as “Animation Geibel” 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, Operations management, Organizational culture, Organizational structure.
Negotiation strategy solution for case study Teaming at Disney Animation ” 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?
Jonathan Geibel, Director of Systems at Walt Disney Animation Studios (hereafter referred to as Disney Animation), walked through the workspace occupied by the group he had been tasked to lead. Geibel knew he was part of a creative and magical environment. The Disney studio had created more than 53 feature animated films in over three-quarters of a century - beginning with Snow White and the Seven Dwarves in 1937 through to Frozen, released in November of 2013 and awarded the OscarA? for Best Animated Feature in March 2014, the first Academy AwardA? in that category for Walt Disney Animation Studios. In late March 2014, Frozen became the highest-grossing animated feature, worldwide, of all time. There was a period in the history of the 90 year-old studio, not so many years ago (and prior to John Lasseter and Ed Catmull's leadership), when Walt Disney Animation Studios had become more structured and hierarchical, and it wasn't always easy to work across departments to innovate. Yet the work, which involved both high-tech computer animation and creative storytelling, was more cross-disciplinary and dynamic than ever. Geibel wondered what he and Ron Johnson, whom he hired and teamed up with to re-envision the Systems group within Disney Animation, could do to improve the flow and the efficiency of the organization's increasingly technical and creative work. Geibel and Johnson had already made dramatic changes in the work structure and in the physical space to promote the effective teamwork that was so essential to producing compelling, engaging animated films. Now it was time to figure out how well the changes were working, and what further changes, if any, were necessary.
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 “Teaming at Disney Animation” 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 “Amy C. Edmondson, David L. Ager, Emily Harburg, Natalie Bartlett”, 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 “Teaming at Disney Animation ”, 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 “Teaming at Disney Animation” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Amy C. Edmondson, David L. Ager, Emily Harburg, Natalie Bartlett (2018), "Teaming at Disney Animation Harvard Business Review Case Study. Published by HBR Publications.
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