Introduction to Negotiation Strategy
At Oak Spring University, we provide corporate level professional Negotiation Strategy and other business case study solution. Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City case study is a Harvard Business School (HBR) case study written by Howard Husock, David Brown, Christine W. Letts. The Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City (referred as “Barberton Ncs” 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, Financial management, International business, Organizational structure, Policy, Strategic planning.
Negotiation strategy solution for case study Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City ” 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?
In the late 1990s, the leadership of Neighborhood Conservation Services (NCS) of Barberton, Ohio--a nonprofit housing rehabilitation organization founded two decades earlier to help reverse the decline of this aging industrial city--found its once popular mission had suddenly become politically controversial. The long unassailable idea of using public funds to target low-interest loans to lower-income homeowners was being questioned by elected officials in the city of 28,000, officials concerned that limiting loans to those of low-income--in conjunction with a concentration of public housing and rent subsidies--might make Barberton a "magnet" for low-income households. A mayor intent on reviving the city's tax base and attracting and retaining the middle class challenged NCS to demonstrate how its policies could help the city. This new political climate posed a difficult and crucial strategic challenge for the organization--which relied on funds voted by the City Council for the overwhelming majority of its budget. NCS, believed its leadership, would have to find ways to reconcile its mission with the new political climate in town or find a new way to fund its programs--or simply close up shop. This nonprofit management case is meant to allow for discussion of how organizational strategy should adapt to political change. In particular, it raises the question of the extent and nature of the obligation of those receiving public funds to defer to elected officials. The case can also be used in discussion of housing policy per se, to explore the question of when and where housing subsidies are appropriate. HKS Case Number 1707.0
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 “Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City” 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 “Howard Husock, David Brown, Christine W. Letts”, 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 “Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City ”, 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 “Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City” can make for an effective negotiation strategy and will make it easier to negotiate with this party the next time as well.
Howard Husock, David Brown, Christine W. Letts (2018), "Neighborhood Conservation Services of Barberton: Responding to Change in the Magic City Harvard Business Review Case Study. Published by HBR Publications.
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