Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Interfaith Partnership for the Homeless case study is a Harvard Business School (HBR) case study written by Paul W. Thurston, Erik R Eddy, Lynn Ruggieri. The Interfaith Partnership for the Homeless (referred as “Iph Janine” from here on) case study provides evaluation & decision scenario in field of Strategy & Execution. It also touches upon business topics such as - negotiation strategy, negotiation framework, Competitive strategy.
Negotiation strategy solution for case study Interfaith Partnership for the Homeless ” 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?
Janine Robitaille, Executive Director of Interfaith Partnership for the Homeless (IPH), contemplated the future of the non-profit organization she had led for the past five years. IPH had served the homeless community since 1984 and assisted individuals and families by meeting their immediate needs, helped them find safe, affordable housing, and provided continuing support through long-term case management services. The recent publication of the 2010 annual report provided Janine and her staff an opportunity to reflect on their accomplishments, especially given the financial challenges brought about by the 2008 recession. Janine pondered several challenges facing her staff in the coming year. Nearly all programs at IPH were operating at capacity. The Emergency Shelter, which provided nightly refuge for 30 single men and women, was full. The Drop-In Center had reached the limits of the existing facility and could no longer meet the growing demand for daytime services. There was a waiting list for permanent housing and increased competition for scarce government resources would require stronger evidence of their programs' effectiveness. IPH needed to develop and grow corporate, organizational, and individual sources of support to reduce dependence on government funding; increase in-kind donations; and more effectively use volunteers to reduce operating costs. Janine considered several possibilities. Should they pursue additional capacity in permanent housing as a means for creating more sustainable funding? Was it time to find a bigger facility for the Drop-In Center that would provide space for new partnerships with other providers and increased services for those in need? Did it make sense to expand services or operations in another neighborhood or county? The difficulty was determining which alternatives to pursue and how to fund the existing operations. Janine felt it was probably time IPH engaged in some formal strategic planning.
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. 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 “Interfaith Partnership for the Homeless” 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 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. According to “Paul W. Thurston, Erik R Eddy, Lynn Ruggieri”, 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 “Interfaith Partnership for the Homeless ”, 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 “Interfaith Partnership for the Homeless” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Paul W. Thurston, Erik R Eddy, Lynn Ruggieri (2018), "Interfaith Partnership for the Homeless Harvard Business Review Case Study. Published by HBR Publications.
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